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You’d like to think that values-based decisions are easy.
In some ways they might be, I suppose, but they can also be incredibly difficult. Especially when you run up against the norms of society or your industry.
One of my personal management philosophies has been to be supportive of the time it takes for people to learn something new. This got me into trouble when I refused to fire a problematic employee that others were impatient with.
Read the rest of this entry »When you’re at a point of making a decision, there’s usually a “good” direction and “bad” direction. But we usually pick the third option … doing nothing.
Now that doesn’t mean we need to rush things too much, which can result in a bad choice. But in our current environment, we’re overloaded with data and tradeoffs and options, which can put your lizard brain into freezing up.
That itself is a choice, even though it doesn’t feel like it.
Read the rest of this entry »There are times when we have to explore the possible futures.
Like it or not, we have to ponder both the good and the bad. Today I’ll look at the downside, and next week at the upside.
Some folks are naturally pessimistic. I’ve tried to focus on optimism, but there are times I have to try to balance – especially when making big decisions.
Read the rest of this entry »Humans don’t live in the present very well. We’re always looking forward, anticipating.
It’s usually a good thing, but there’s times we can get into trouble.
As a leader, part of your job is to make some tough decisions. Things which will sting for you and those around you.
Read the rest of this entry »We’ve all been there, the greatest embarrassments of our careers.
The hard part is being really honest with yourself, as you probably saw the failure coming and just hoped that you’d be able to find your away around it.
Jim Collins articulated this idea well in Good to Great:
Read the rest of this entry »The word “should” is a great alarm bell for drawing attention to the decision-making process.
I should get this done for my boss. I should take more time with my kids. I should drink 8 cups of water every day.
The problem is that each describes a situation where you’re giving up control over your decisions to an external force, usually a person. The question is: do you want to give up that control? Do you choose to?
Read the rest of this entry »This time of year, it’s common to think about giving. The holiday season seems to be designed to tap our guilt and elicit generosity.
Which is fine, I suppose. But if this attitude is just limited to a custom we do once a year, then it’s really not much more important than shooting fireworks on the 4th of July.
A nice experience, but then we move back to “normal life” – whatever that is.
Read the rest of this entry »Sometimes an exciting new possibility opens up for you. But should you jump on it?
That can be a tougher question than it looks on the surface. At first, it might appear simple: If I have time, and it’s not too risky, why not?
The problem can be is that you don’t know all the factors up front, and it may distract you from other things which are more important in the long run.
Read the rest of this entry »My article last week got me reflecting more about ambiguity in general. Because it’s not just about risk analysis, but dealing in an environment which is unpredictable. Where every action – or inaction – can lead to unexpected results.
It feels more important right now, because the whole world seems more unpredictable than before. But I would argue that it’s not substantially different than before, and in fact things are stabilizing after surviving the once-in-a-lifetime pandemic experience.
Read the rest of this entry »It’s easy to freak out about all the things that can go wrong.
But, as a leader, your role is to push progress forward despite the dangers. It feels like you’re caught in a bind.
But business leaders are accustomed to making decisions in an environment of risk. It’s what we need to do.
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The Values-Based Business 