Decisions will be the precursors to actions.
These actions bring strategies, innovations, programs, and everything in an organization alive. Everything we do in the organization plus in our roles is either based on a decision. Everything we should do is determined by decisions.
The best leaders work tirelessly at strengthening their effectiveness as well as the effectiveness of these teams and colleagues as decision-makers. They also are uniquely attuned for the 5 key decisions that modify the fate of careers and organizations.
3 Decisions that Make or Break You being a Leader:
- Hiring for character. Hiring decisions include the most difficult of all. Often, managers are challenged to create judgement calls on limited data. The interview process is short and our power to assess the skills, abilities and character of people are challenged inside the interview setting.
Great leaders know that nothing good happens without great people. They strive to scout for talent, and they also interview slowly with time and assess individuals for character and values greater than pedigree as well as experience.
They live by the rule: “Hire slow.”
The individual they select is someone who’s lived, learned, and conducted themselves in ways that reflects a powerful, positive character and value-set. And then they do everything they can to compliment the development of they.
Firing for not enough character.
The #1 converse is effective leaders give their very best to get the toxicity out in their teams and organizations. They recognize their responsibility for creating a good working environment where people are encouraged and motivated to provide their best. A toxic employee poisons this working environment and must be eliminated.
No one loves firing someone; although, firing the toxic employee—after offering ample feedback, coaching, and possibility to adapt—is a task that leaves the best feeling like she did her job.
- Clarifying and dealing decisively with issues inside the ethical gray-zone. The best leaders give their very best to turn the gray-zone issues—ethical dilemmas—into easy choices between right and wrong. This is way harder than it sounds, and sometimes compensation systems as well as the drive for short-term results allow it to be tempting to accept the shortcut. It’s a slippery slope and also your character to be a leader is on trial with your decisions. There are no results worth sacrificing your professional character for.