Who is the Decision Maker and how does that person work?
Simply put, the Decision Maker follows a rigorous path of gathering the right type of evidence, making sense of it, testing it against corporate goals, and ensuring that they feel right about the entire process. Then, they strike.
That process may take a minute or a month. They may have been expecting to make the decision or it may have come as a surprise. The people around the decision maker may think that person is brilliant or a fool.
In fact, they are probably neither. They follow a methodical process that got them to the position of a Decision Maker in the first place.
Of course, the Decision Maker won’t always get it right. The context of most decisions is complex and prone to sudden changes that may be outside anyone’s control. And, it is oh so easy to criticize from the bleachers. The world is full of people who know how to do things better than the Decision Maker, but they seldom carry the burden of being accountable.
So, this brief ebook, it’s just 22 pages or a little over 20 minutes reading time, will show you precisely how the Decision Maker does it … so that you can do it, too.
This could be the most important book you read in your entire career.
The Decision Maker is 3,700 words long.
Reading Time: about 20 minutes
The Decision Maker is available as a downloadable MOBI, EPUB or PDF file.
MOBI: Kindle and Kindle Fire
EPUB: PC, Mac, iPad, iPhone, Android, NOOK, Sony Reader, and other e-readers
PDF: PC, Mac, iPad, iPhone, Kindle, Kindle Fire
The email containing the link to download The Decision Maker may take 24 hours to be delivered. Please be patient.
The Decision Maker’s Context
The Decision Maker Gathers
The Decision Maker Measures
The Decision Maker Judges
The Decision Maker Feels
The Decision Maker Acts
Understand How the Decision Maker Decides
The Decision Maker
Possibly, you are rather good at it: taking the risks and the responsibilities. In fact, it can become so natural that you hardly realize what you are doing, and you may be suddenly struck with the need to teach or mentor someone else about decision-making. Or, to understand yourself better.
There is no doubt that leaders make decisions.
They carry the burden. They take the prize. Whether the decision relates to a minor administrative matter taken well down the chain of command, or a signal, strategic judgment taken at the highest level, you can be sure that decision-making is at the heart of leadership. In fact, it probably defines what it is to be a leader.
A decision may be good or bad. The actions or situations that arise afterwards will show that to be the case. And, a decision may be made lightly, emotionally, or carelessly. Those types of decisions are not our concern here. We need to know the true character of good decision-making. From that foundation, you can judge yourself and others. You can improve your abilities and, if needed, you can help others to decide well.
Most decision makers follow a predictable pattern. They individualize their decision making with some elements of their own character, but, essentially, the decision-making process they follow is foreseeable.
They gather or receive facts that they assess, measure, and weigh. Then, they judge those facts against what they know.
When they reach a point of satisfaction with the information they have received, assessed, and judged, they take action. They decide.
Those last two points are extremely important. When they are satisfied, the decision maker takes action.