Is more thinking always the key to making better decisions?
I was just asked to take on more responsibility in my current role. Simply put, this means the number of consequential decisions I make on a daily basis has increased by some factor. My goal has always been to make the right call more often than not. Now, I’m faced with a challenge: how do I sharpen my decision-making skills in this expanded role?
What I Thought The Answer Was:
Excessive thinking, in the form of planning, writing, or brainstorming.
By no means does this mean planning a project, writing a proposal, or brainstorming strategy is not important. Rather, I am saying it can only take you so far. At some point, you will no longer be able to prepare another contingency or foresee operational complexity.
There are diminishing returns as we plan, think, and meet beyond a certain point. At this point, additional thought no longer contributes to a better outcome; it often hinders it. Recognizing these limitations led me to seek a more efficient approach in advancing my decision-making.
What The Answer Actually Was:
Informed action towards your intended goal.
This may sound simple, but it is difficult to pinpoint. Informed action means taking a deliberate step forward after you’ve chosen a path and prepared for potential obstacles, even when some aspects remain uncertain. This approach helps you gain clearer insight into what to do next.
As a leader, it is often difficult to identify what stage you and your team are at. Are you taking the step too early? Too late? That is where one can best refine your decision making ability. The ability to time this step perfectly is, in my opinion, the sign of a great leader.
So what?
How has this affected my daily life? How can it improve yours?
Bezos has created a brilliant analogy to explain the ramifications of our decisions, the 2-way door. When you make a call at work or in life, some decisions are 1-way doors, meaning once you have made that decision there is no turning back. You must accept and live with the ramifications of these decisions. He also notes that some decisions are like 2-way doors, meaning you can reverse them and explore alternative options if needed.
I’m realizing now that in life or work most decisions are 2-way doors. Pressure, anxiety, and expectations often make everyday decisions feel like 1-way doors.
I’ve found that taking decisive action when stress is high is crucial. This action will give you clarity on whether you are taking the right path. Ensure there are checks in place for you to judge the outcome of your decisions. Use these checks to act impartially.
Step forward, back, and forward again based on the data from your outcomes.
By embracing this dynamic approach to decision-making, you can navigate challenges more effectively and accelerate your growth as a leader.
