As a leader one of your roles is to make the decisions that others can’t. Certainly you can lead as a team manager or by consensus, involving others in decision-making at many levels. But what about those decisions that are most difficult—like making an about-face, or terminating an employee? And what about the worst kind of decision you might face, which is one that is in your heart and mind the right thing one, but is broadly unpopular?
In a leader’s decision making, most of them are relatively straightforward, but a few are very difficult. The most difficult choices you have tend to be when (1) the stakes are particularly high, especially for you, when (2) more than one option weighs equally in your mind, or (3) the choice brings back a past experience that was painful or makes you fearful.
Did you know that the word decision comes from the Latin word caedere, meaning “to cut off”? In other words, a decision will cut you off from other possible outcomes. This sometimes makes the act of deciding burdensome. When you make tough choices, here are three key things to remember:
Choose the timing. When making decisions, some leaders go quickly, a gut reaction, with little or no thinking. Other leaders procrastinate, putting off the decision until the last possible moment, or attempt to avoid it altogether. Instead, choose your timing. Ecclesiastes 3:1 says, “There is an appointed time for everything. And there is a time for every event under heaven.” Though you may not control everything about a certain decision, know this—according to the Bible there is an optimum time to make it. Give yourself enough time to think through your options, but make the decision deadline conservative enough to execute your options in a reasonable manner. As soon as a tough decision presents itself, determine first when you must make it.
Well made decisions take time. Very few decisions, especially important ones, must be made “in the moment”. If at all possible, give yourself a window to think about decisions and consider the ramifications. Think too about the resulting timeframe after your decision. Is it being made for short-term or long-term benefit? Do you have an idea of how long it may take before you begin to see the results of your decision, so you can be on the lookout for results, good and bad?
Weigh the options. By methodically assessing your options against a comprehensive set of objectives, it is possible that one option will emerge as the obvious decision to take. Is this a “head choice” or a “heart choice”? That is, is the decision one that must be reasoned logically and for sound business reasons, or does it come from an emotional and passionate standpoint, where how you feel about it is the crux of the matter? Decisions of import are rarely devoid of some level of emotional investment.
Don’t be afraid to actually write down your choices or options. Making a pro/con list can also help. Decisions do not have to be made entirely in the mind. Take notes, record your thoughts and go back over them as you weigh each option. An important decision should be like any complex project, containing a blueprint you can refer to for guidance as you move toward completion.
Have a trusted advisor. Though a difficult decision may be yours alone to make, it seldom has to be yours alone to consider. Proverbs 19:20 reminds leaders, “Listen to advice and accept instruction, that you may gain wisdom in the future.” Choose advisors who you respect personally and spiritually. Look for men whose character is upright and who are in a position to speak with you truthfully and honestly without fear of disagreement (seldom the case with an employee, vendor or client). Ask God for wisdom and experience to help you, and when you pray this, look for Him to answer by giving it to you both through His Word, the Bible, and through godly men.
Once you have an advisor or two, sit with them confidentially and talk about your decision. Ask for their input and advice. Have they ever had a similar decision to make? If so, how did they make it, and what considerations were on their mind? You may experience the greatest benefit of an advisor in difficult decision-making in this: you are no longer alone in the process. A leader who can simply talk out their decision with someone they trust lessens the personal and emotional burden.
There’s nothing wrong with being likeable and agreeable as a leader—but to a point. Likeability is not universal. No matter how focused a leader is on building relationships, exhibiting empathy and listening well, he will not be universally liked.