Better Decision Making: It’s Your Call

“Did you ever have to make up your mind?

Say yes to one, and let the other one ride.
There’s so many changes and tears you must hide,
Did you ever have to make up your mind?”
– The Lovin’ Spoonful

 

Decision Making 101

It’s estimated we make at least 217 food-related decisions each and every day. Should I have a Grande Unsweetened Soy Milk Vanilla Latte with one extra shot or two? Should I go with my workmates to that new Thai place or just grab some Nabs and eat at my desk? Exactly how much butter is too much? Geez, decision making is hard!

In fact, some of us seem to put more time and energy into deciding what, when, where and with whom to eat (not to mention whether the peas can touch the mashed potatoes) than we do on decisions that affect our coworkers, companies, clients and careers. Given the stakes involved in those big decisions, it’s easy to see why we focus instead on little decisions involving steaks.

And yet, it’s those bigger decisions that deserve the critical thinking we put into choosing what to eat what wear. Weak decision-making skills often have a long tail. Think Tony Hayward, Jerry Sandusky, David Petraeus and Bernie Madoff.

Strong Decisions = Strong Reputations

Several months ago, we began thinking more about what goes into making decisions. As we fleshed out our Reputation Design(sm) model, we realized the central role effective decision-making skills play in building and sustaining a strong brand. We wanted to understand how to apply the latest research on better decision making to public relations practice and, in particular, successful reputation design and management.

We delivered the interim results of our work at the November 15 PR & Marketing Seminar sponsored by the North Carolina Chapter of PRSA (#ncprsa). In a session titled “Reading the Tea Leaves: How to Use the Future to Strengthen Your Decision-Making Skills Today,” we outlined the factors at play when we make decisions, some of the obstacles that block effective decision making as well as some tools and concepts that help you choose more wisely.

Back to the Future for Better Decision Making

We also talked about something near and dear to our hearts: the future. Or more specifically, the importance that a future perspective has in successful decision making. You see, a decision in and of itself is neither good nor bad. The only place from which to judge if a decision is “good” or “bad” is the future – as in, looking backward. While there are any number of definitions of what a “good decision” is, our favorite is this one: “one step along the path to a desired outcome.” And that desired outcome is not something we experience when we’re making a decision, of course. Rather, it’s something we see in the future (e.g., a successful career, a happy marriage, a satisfying dinner). It’s something we want to have happen that requires a bunch of decisions along the way.

So from our perspective, it’s best to start out in the future with your desired outcome and then walk back to the present to identify the decisions you’ll have to make along the way (along with what you will use to guide you). For example, if you want a reputation in your industry for impeccable ethical behavior, that goal – we like to call it a “magnetic north” – will drive each and every decision you will make. From who you hire and how you train them to what you talk about in performance reviews, company retreats and external marketing materials.

 

A Penny for Lincoln’s Thoughts

Abe Lincoln once said, “The best way to predict your future is to create it.” With all respect to Honest Abe, we suggest amending that maxim this way: “The best way to predict your future is to decide to create it.”

If you’re interested in seeing our presentation on effective decision making and reviewing some of the skills that can help you make better choices, you can access it here on www.prezi.com.