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The Human Factor

By David Smith
President, The Employers’ Association
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Everyone makes decisions throughout their life. Whether meaningful or insignificant, life is an ongoing realization of the decisions we make and the actions we take. As much as we try to research and analyze our destination before beginning a journey, people typically make many decisions based on “what feels right” rather than on an analytical weighing of all the facts. Great leaders often make a high percentage of the judgment calls that turn out to be successful decisions. How do they do it, and how can our judgment begin to mirror theirs?

Good decisions require experience-based judgment. An inexperienced driver may think he or she knows what to do when encountering a patch of black ice on the road because of the study they went through during a driver’s training class. An experienced driver will probably act out of instinct before even thinking about what to do if presented with the same challenge. Experience allows us to act without thinking — to react without first contemplating. Rarely will a truly exceptional leader step into a position of authority without having first performed many different jobs within an organization demonstrating a wide array of responsibilities and experiencing both success and failure, yet it seems as though many of us continually make decisions having no prior knowledge or experience. Gaining life experience through watching, seeing and participating in a variety of different activities is critical to the decision-making process.

Many individuals rush to act so they will not lose what they see as a potential opportunity. Truly successful people take the time to analyze the “possible” before attempting what others might see as being “probable.” Conceptualizing the practical interactions of situations rather than focusing upon their theoretical facts is a transition many find difficult. Before acting one should ask not only “what should be done” but, more importantly, seek to determine “why” action is (or should be) taken – weighing the potential benefits of doing something against the repercussions of doing nothing. A validation of any decision is whether one will be in a “better place” after acting than they were before. If doing nothing provides a better result, it is often more advantageous to intentionally hold back rather than to foolishly rush forward.

Good decision-makers expose those around them to new and different situations (often allowing them to grow by failing) so that they, too, can develop a variety of experiences from which future decisions will be based. When an individual acts alone, making all important or significant decisions for those around him or her, others learn to follow. When others are involved in the decision-making process, learning from both their successes and their failures, they gain the confidence to lead. It is important that we add to the experiences of those working with and for us so that they, too, might be able to contribute.

Great leaders ensure that the organization will continue to benefit from good judgment in the future by developing it in those with whom they work today. They involve others in the decision-making process by leading them to a solution rather than pushing them to a conclusion, allowing them to see both the benefits and the potential pitfalls of any action taken. They allow others to make mistakes so that they can experience resolving them rather than continually sheltering them from harm’s way by removing the risk of loss from the equation. Involving the people needed for implementation in the decision-making process, adding to and taking from their experience along the way, will allow them to make better judgment calls in the future. Helping others to make better decisions will minimize the number of critical calls we must make ourselves. Until we consider the impact of our decisions on those around us, our efforts to make a difference will always be an uphill climb — always taking one more step but never quite reaching the top — potentially improving the view as we go but never reaching a plateau upon which we can rest on our accomplishments.

The key to making great decisions is to maintain “mental flexibility.” It is OK to change your mind if the conditions or situations driving your initial decision change. It is never wrong to act — it is wrong only to act without first considering all the ramifications involved with the actions you take or by simply failing to act due to fear of the unknown. Being unafraid to make a mistake from which you can ultimately learn is critical for our greatest rewards are often borne through the painful experiences of our losses.

Seek that which is possible rather than settling for what might seem probable. Do not limit yourself to what you can see — reach for what you dream. Recognize that dreams and imaginings often initiate great discoveries if we allow them to lead us to action. Rather than travelling alone, identify those around you that are moving in the same direction and lead them to a common destination. Avoid, however, pushing them ahead as you go — pull them along with you into new and exciting opportunities. Take control of your life by deciding to act (or actively choosing not to act). Life is not a spectator sport!

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