We all know at least some great decision-makers, don’t we?  These folks often get the toughest, most challenging assignments.  They are the ones others want to hire, work for – or with.  Why? Typically, they know how to involve others in the decision-making process.  Far from being the Lone Ranger, they see the value of having a posse.  If you have ever worked with one of these types, you know that by the time a decision is made, you feel energized, proud of your work, and invested in its success.  Great decision makers leave those involved stronger and more capable.  Ineffective decision-makers leave others frustrated, disenfranchised or running for the hills.

But knowing how to involve others isn’t the only critical competency great decision-makers have.  These decision-makers also have the ability to make sense of information.   Typically an abundance of information is thrown at tough decisions – but not all of it is accurate, meaningful or relevant.  Great decision-makers winnow through data and separate the relevant from the irrelevant. They also identify what’s missing.  Ultimately, they draw sound conclusions using critical information.

Great decision-makers also implement successfully.  They know that a great decision poorly implemented is ultimately seen as a poor decision.  Decision-making is an iterative process – not an isolated event.  Decision-making does not end just because an answer is selected.  Excellent decisions must be implemented effectively – and this requires careful planning, sustained focus, and effective monitoring.

If individuals are to be excellent decision-makers, they must be skilled in each of these 3 areas.  Given the right skills and environment, though, almost anyone is capable of decision-making excellence. Interested in learning more?  Look for our upcoming white paper – “Creating and Sustaining Decision-Making Excellence. “