Decision-Making in Larger Context Mission. Goals. Problem-Solving. Decision-Making

“The best leaders are passionate about the mission “The best leaders are passionate about the mission.”—Reuben Harris “The secret of success is constancy of purpose.”-Benjamin Disraeli

Top 10 Job Skills Employers Want (Chad Brooks, BusinessNewsDaily 3. 13 Commitment The Extra Mile Wear Multiple Hats (added value) Positive Attitude Decision-Makers

Top 10 Job Skills Employers Want (Chad Brooks, BusinessNewsDaily 3. 13 6. Passion 7. Organized 8. Dependable 9. Communication 10.Conscientious

Decision-making or Problem-Solving? The Solving of Problems is Decision-making Making Decisions is Solving a Problem

What is your mission statement? To lead, you must know where you are going. To lead, you must have an idea of how to get there. Decision-making is getting you there!

Mission Statement “The best leaders set their own priorities, but place mission first. They periodically check on how they are spending their time and their energies. They ask themselves what their own ‘hidden agendas’ are and how closely those agendas conform to the accomplishment of the mission.” --Major General Perry Smith

An Exercise What is your mission statement? Look at your schedule, calendar, budget—what do these tell you about your real agenda? Do your real agenda match your mission statement?

Mission Statement Creates an identity Creates a structure Creates a pathway Identifies principles and values Who we are. What we are doing. Why we are doing it. How we will go about doing it.

The Importance of Goal-Setting 1. Goals are the road-map to fulfilling your mission. 2. Goals must be SMART Specific Measureable Attainable Realistic Time-Factored

Short Term Goals Relate to Long Term 1. Timing is relative. 2. The Key: Short term goals should be steps in achieving long term goals.

Exercise 1. Identify 2-3 long term goals compatible with your mission statement. 2. Identify several short term goals which are steps to reaching your long term goals. 3. Order the short term goals in a logical sequence moving towards the long term goals.

You now have the beginning of a PLAN! Congratulations! You now have the beginning of a PLAN!

What has this to do with problem-solving and decision-making? Do not approach situations in isolation—how do they affect the journey? Do not look for the quick-fix Do ask: how does this situation affect the fulfilling of our mission/the achievement of our goals? Do ask: What solution moves us forward towards the objectives?

Step One: Correctly define the problem How you ask the question predetermines the answer. To misunderstand the problem is to develop a wrong solution. Sometimes, you need to reframe the question!

Step Two: Determine the Cause of the Problem 1. Understand the proper logic of causality. 2. Do not confuse instrumentality with causality. 3. Do not confuse symptoms with cause.

Step Three: Gathering Information Identify the stakeholders Who has the authority to act? What is the cost involved in addressing the problem? What is our timeframe?

Step Four: Develop and Weigh Alternatives Does it fix the problem or does it just make it disappear? Does it simply replace the problem with a different problem? What is the worst case scenario? What is the best case scenario? Is the fix worth it?

THE DANGER OF PYRRHIC VICTORY!

KEEP IN MIND YOUR MISSION AND YOUR GOALS! 1. What are we trying to accomplish? 2. Does this path get us there? 3. Does it fit our objective? 4. Does it fit who we are?

7 Important Tests of a Decision 1. The Sanity Test 2. The Dignity Test 3. The Systems Test 4. The Media Test 5. The Safety Test 6. The Strategy Test 7. The Integrity Test

Step Five: Implement & Evaluate 1. Pull the trigger! 2. Avoid paralysis by analysis 3. A plan without an evaluation plan is not a plan.

Evaluation is the Key! 1. Evaluation must be a plan—not an afterthought! 2. Evaluation must be scheduled and on- going. What is working? Why or why not? Is this moving us forward?

Big Picture Leadership 1. See the vision before the people do. 2. Size up the situation taking note of the variables. 3. Develop a picture of where the team is going including challenges and obstacles. 4. Show how the future connects to the past (gives the journey meaning).

The Closing Thought “So it is more useful to watch a man in times of peril, and in adversity to discern what kind of man he is; for then, at last, words of truth are drawn from the depths of his heart, and the mask is torn off, reality remains.”—Lucretius. Who you are as a leader be determined by the decisions you make (especially in the midst of problems)—let the mission determine who you are by deciding in the context of the mission. Integrity=oneness!