All of our daily managerial and leadership activities revolve around making decisions. Some decisions are straightforward; a policy dictates the best course of action given a set of circumstances. Others, such as decisions about direction, problem-solving, and investment, are less scripted or organized and have larger stakes.
Emotions shouldn’t influence Decisions.
All of our daily managerial and leadership activities revolve around making decisions. Some decisions are straightforward; a policy dictates the best course of action given a set of circumstances. Others, such as decisions about direction, problem-solving, and investment, are less scripted or organized and have larger stakes.
Don’t focus only on a single problem or advantage.
Emotions and major, complicated decisions are incompatible. They can encourage haste in making decisions or slow down our decision-making process. When we’re under stress, our logical brain takes a back seat while the rest of our grey matter works overtime to find out how to get over the tension.
Trust Data but Verify them first.
While we often talk about making data-driven decisions, we must be careful not to rely solely on evidence that supports our perspective, disregarding alternative facts or drawing erroneous assumptions from the scant data we have. Of course, the data’s quality and veracity should be questioned at all times.
Decisions give life to actions, and managers who seek to improve their decision-making efficacy thrive. They not only make the major decisions that start things in motion, but they also build a track record that impresses employers and wins them further responsibility.
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