We make thousands of decisions each day. The higher up the leadership ladder we reside, the number of decisions grows.
Well-crafted policy and ethical judgment are key to making sound and consequential decisions. Those are foundational to efficacious day-to-day operations.
Crises, however, have a nasty way of shouldering themselves into our workdays. Rarely do those issues rise to the the level of true emergencies; but, sometimes they do.
Two variables that almost always result in either poor or less-than-optimal decisions are Fear and Urgency. When we are making decisions grounded in either of those we are at great risk of making mistakes.
The best antidote to that “Fear-Urgency disease” is to practice diligently, as a team, the craft of forecasting and anticipating. When the “surprises” don’t really surprise us, we are in much better position to make sound and beneficial decisions. Disaster(s) foiled!
*If you’d like to read more of nc’s blatherings go to nc’s Recursive Learning.
