Now that I have taken my first steps to the “next”, I spent some time
this past week reflecting upon lessons learned about decision-making.
The most important lessons I learned were from mistakes I made.
Teetering on argumentative, I made some great decisions, several good
decisions, an occasional bad one or two, and a few really poor
decisions. In each, I learned and have the scars to prove it.
More
often or not what separates good decisions from bad decisions is not
necessarily the decision itself. Rather, the defining element in good
from bad decisions is process.
Leadership can be seductive when it comes to making decisions.
As
a young leader there is a temptation to believe that what you think,
see, here, and say is “right”, “good” and “true” – most if not all the
time. You’re the leader, right?
Early in my career I was
fortunate to be surrounded by some very wise, patient, and selfless
individuals that would offer their insights, thoughts, opinions, or
perspectives on issues, problems, or concerns without my asking. Though
I don’t believe I was that smart, I had enough sense to listened. Over
time, I would begin to intentionally seek, ask, and trust perspective.
What
became and is true today is that you must be intentional to see an
issue, problem, or etc. from different viewing points – truth is, this
is not easy. We carry mental models and experiences that often get in
our way and obstruct our ability to objectively see from all angles.
Lesson
one – learn to appreciate and embrace diversity of thought, experience,
and perspective especially if they are contrarian to yours.
I
will disclose that I absolutely cringe when I hear the “let me play the
devil’s advocate” card. As a history major I actually know where the
phrase came from and what it represents – look it up – no one really
wants to play that role. However, I have no hesitation or reservation
with examining an issue, problem, concern, or proposed course of action
from all angles – again – diversity of perspective and experience is
critical.
I should also disclose that “lack of time” is not an
excuse for rushing a decision. I used to tell students when they had
violated a school rule or district policy that required disciplinary
action that I reserved the right to change my decision if “new”
information came to light that was not available at the time of making a
decision. I would also share that with parents as well.
Interestingly
enough, I can only recall one or two times where new or different
information did in fact come forward that led me to change or reduce a
disciplinary action. When it did it happen, it was amazing the response
from the student and her/his parent. I did not box myself into a
corner with “I am right, no matter what”. A mistake many new or young
administrators make – the corner is lonely place to be especially when
you are wrong.
Lesson two – never box yourself into a corner – be
decisive in your decision but reserve the right to change your mind if
the facts change.
A final thought this week has to with the underpinnings of both lessons – empowering others and humility.
I
believe that as a leader it is critical to empower others by giving
permission to offer without solicitation perspective, opinion, thoughts
or etc. Honoring and valuing their insights and inputs builds a sense
of ownership for decisions as well as modeling collaboration.
The
second underpinning is humility. Decision-making requires an
understanding that you will make mistakes – it happens. As we have
learned, it is how you respond to making a mistake that matters more!
Learning requires reflection. Stepping back from an errant decision
requires discipline and a commitment to self and others to learn.
Lastly,
as tempting as it is, you can’t “throw others under the bus” for a poor
decision you've made. Don’t play the victim. You are the leader.
Turn a poor decision into a learning opportunity for self and others.
