Over the past few months I’ve had the opportunity to begin teaching my youngest daughter the finer points of safely guiding a 4,800 pound SUV along the highways and byways of suburban Denver.

One warm, clear, sunny afternoon we were rolling along at 45 in a 40 (that’s my girl!).  As we approached a green light she began tapping the break.  I watched and waited, impatiently but quietly.  We made it through the intersection and resumed speed.

As we approached the second green light, she did the same thing.  And the third.

As we approached the fourth GREEN LIGHT I took my eyes off the road and watched her feet.  She slowly lifted her foot off the accelerator and “hovered” over the break and the truck naturally slowed.  Then, she hit the break?!?  I looked up to see yet another GREEN LIGHT!

Not able to contain my inner “driving coach” one more second, I asked (in my dad voice), “Why do you keep breaking when the light is GREEN?!?!

Her simple and calm reply, “I’m waiting for the light to turn yellow.”

How many of us as leaders would admit that we’re not making decisions, not moving forward, not leading change and innovation because… “We’re waiting for the light to turn yellow?”

Under the Hood:

So why are some leaders so hesitant (read as unable, unwilling) to make timely decisions?

Here are a few (slightly modified) thoughts from a great post by Thom Rainer

1. They over-analyze the situation. As a result, analysis paralysis takes over. The leader tries to examine the potential outcome from every angle but is unable to pull the trigger on any major decision.
2. They get too comfortable. Decision making typically means that things are not going to be the way they always have been. A number of leaders don’t like change. They don’t like being pulled from their comfort zones, so they erroneously rationalize that no decision will result in no change. You often hear these leaders lamenting for the ways things used to be.
3. They lack confidence. Many leaders begin second-guessing themselves even before they have made a decision. Once they make a decision, they are in misery anticipating a negative outcome.
4. It’s already too late. For those that need all the “i’s” dotted and “t’s” crossed, by the time they are ready to “decide” they then fear they’ve missed their opportunity.  Often times, they’re right!
5. They came from families that were risk averse. Perhaps parents instilled in their children that they couldn’t and shouldn’t make decisions on their own. So when they were placed in a position of authority where they had to make a unilateral decision, they were unable to do so.
6. They are lazy. When a leader makes a significant decision, he or she typically creates more work. The lazy leader finds it more convenient and palatable to forego a decision because he or she can forego work. Opportunities typically do not meet lazy people.
7. They are in over their head. Leaders often fail to decide because they don’t have the ability to know which direction to go. To use the Jim Collins’ metaphor, they are in the wrong seat on the bus. Many of these leaders are fearful of admitting their inabilities and inadequacies because they are prideful and fearful. They end up hurting themselves and the organization.
8. They work for leaders who won’t let them make decisions. They are stifled in their leadership because they work for leaders who are micromanagers or overbearing persons. They simply lack the freedom to decide.

Thanks Thom!!!

Performance Tuning:

In his book, Spiritual Leadership, J. Oswald Sanders writes, “When all the facts are in, swift and clear decision is the mark of a true leader.  A visionary may see, but a leader must decide.”

Here are 9 decision making tools for your leadership toolbox:

1. Stick to your mission.

It is vital that every big decision you make is within the scope of your vision and mission. You don’t have the mental or physical resources to spread too wide and still succeed. Always ask yourself which option best moves you toward your mission’s goal, and then the choice should be much simpler.

2. Set a time limit.

Give yourself a timer that helps you focus on the decision rather than having your mind wander and get distracted. With the pressure of a time limit, you’ll need to get to the heart of the matter faster and collect the pros and cons quickly, which you might not otherwise do.

3. Avoid decision fatigue.

Decision fatigue saps focus and reduces mental energy. Hundreds of trivial daily decisions degrade our ability to focus. Systematize small decisions, don’t  sweat the small stuff—task lists and mindful habit cultivation are key. When an important decision needs making, give it your full attention.

4. Control what you can control.

Often times a leader has to wear multiple hats until they have a team to offload responsibility. It’s important to focus on what is in your direct control. Worrying about things outside of your control will result in delaying decisions. The more you focus on what you can control, the quicker you will make big decisions.

5. Understand pattern recognition.

Most of what we face each day is similar to other scenarios we have already experienced. By understanding this, it’s possible to quickly map a range of previous experiences and their outcomes. Leverage those to arrive at the best decision for this case. Over time, as you continue making decisions, their speed and quality will improve.

6. Decide whether the decision can be reversed. (Hear Google: “Rerouting”)
   

Amazon’s Jeff Bezos said it best when he pointed out that there are two types of decisions: decisions you can take back and decisions you can’t. Keep this in mind while making decisions in order to move faster as an organization. If a decision can be taken back after it has been implemented, don’t waste time being indecisive. Decide, implement, evaluate and reiterate if necessary.

7. Make a daily decision quota.

Commit to making a certain number of decisions per day. They can be small (Should I get coffee?) or big (Should I take this opportunity?), but the process is the same. If you keep track of how many decisions you make each day, you’ll start to make them faster and more often.  You can limit them as well.  I’ve eaten the same breakfast every day for more than a decade.  I never think about or “decide” what to have for breakfast!

8. Use the common-sense stress test.

After running through a basic pros and cons, call one—not five—of your smart friends or mentors who can zoom out and get to the heart of the idea, challenge, decision. If it makes sense to them, it probably makes sense.

9. Embrace uncertainty.

Ministries, organizations, companies win by innovation, speed, focus and impact.  Not clairvoyance. When you’re trying to do something new, you will never have 100 percent of the information you think you need; there aren’t always industry reports or best practices to adhere to, so accept that you will be wrong at least 25 percent of the time and try to make as many decisions as possible, followed by execution.

Shop Talk:

• Which of Thom’s eight points best describes your personal or your team’s inability or reluctance to make decisions in a timely manner?
• Which of our nine “Tune Up Tools” do you need to leverage to enable you and your team to… “Accelerate Vision?”

The more I drive, the more decisive I become as a leader, the more often I encounter GREEN LIGHTS!

Or at least find myself saying, “That was green, right?”

Determine what keeps you from making decisions and start making them.  If you don’t, someone or something else will and you’ll be left in the dust!

Lead Faster!