{"id":26304,"date":"2022-08-04T20:00:57","date_gmt":"2022-08-04T17:00:57","guid":{"rendered":"https:\/\/sbs.strathmore.edu\/?p=26304"},"modified":"2022-10-12T16:20:11","modified_gmt":"2022-10-12T13:20:11","slug":"the-ceos-conundrum-decision-making-under-pressure","status":"publish","type":"post","link":"https:\/\/sbs.strathmore.edu\/en_gb\/the-ceos-conundrum-decision-making-under-pressure\/","title":{"rendered":"The CEO\u2019s Conundrum: Decision-Making Under Pressure"},"content":{"rendered":"<div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-1 fusion-flex-container nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-0 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-slider-sc\"><div class=\"fusion-flexslider-loading flexslider flexslider-hover-type-none\" data-slideshow_autoplay=\"0\" data-slideshow_smooth_height=\"0\" data-slideshow_speed=\"7000\" style=\"max-width:100%;height:100%;\"><ul class=\"slides\"><li class=\"image\"><span class=\"lazyload fusion-image-hover-element hover-type-none\"><img decoding=\"async\" src=\"https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web.png\" data-orig-src=\"https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web.png\" width=\"1200\" height=\"732\" class=\"lazyload wp-image-26299\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271200%27%20height%3D%27732%27%20viewBox%3D%270%200%201200%20732%27%3E%3Crect%20width%3D%271200%27%20height%3D%27732%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web-200x122.png 200w, https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web-400x244.png 400w, https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web-600x366.png 600w, https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web-800x488.png 800w, https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2022\/08\/ceo-conundrum-web.png 1200w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 640px) 100vw, 1200px\" \/><\/span><\/li><\/ul><\/div><\/div><div class=\"fusion-text fusion-text-1 cv-blog-posts-text-block\"><h3><em>\u201cWhenever you see a successful business, someone once made a courageous decision.\u201d Peter. F. Drucker<\/em><\/h3>\n<p>The realm of decision-making can be fraught with many challenges. The delicate balance between risk and reward in the decision-making process can be perplexing for many CEOs and can lead to many a sleepless night. Every choice has a consequence, and knowing when to take risks and how to avoid reckless choices can make or break careers.<\/p>\n<p>When the stakes are high, as a business leader, you can easily get trapped in a cycle of overthinking and indecisiveness, otherwise known as \u2018analysis paralysis.\u2019 You can spend endless hours researching and analysing available data. However, when you face a high level of ambiguity, how can you keep moving forward? How can you adopt a forward-thinking mentality to drive your company towards achieving its full potential in the face of uncertainty?<\/p>\n<p>Acting decisively while taking the complexities of each decision into account is critical. It is wise to think through options before making decisions. However, when the data always feels insufficient and time is not on your side, what course of action can you follow? The quest to gain more information might feel like forward movement, when realistically, it is simply a delay tactic. In high-velocity environments, decision-making speed may be instrumental in differentiating between high and low performers; fast decision makers outperform slow decision-makers. Improving the speed and quality of strategic decisions is therefore essential for high performance and survival.<\/p>\n<p>It takes courage to take a stand knowing you will not be able to predict the success or failure of your decisions until the outcome becomes publicly evident. It is important to recognize that bold decisions are a natural breeding ground for doubt and to allow room for that discomfort. Although ambiguity can be uncomfortable, it may force you to consider unexplored avenues and find hidden opportunities. The following tips will help to ease this process and circumvent these paralyses:<\/p>\n<p><strong>Develop real-time systems <\/strong><\/p>\n<p>Evidence-based decisions are only possible when data is collected and disseminated in a timely and efficient manner. Not embracing digital technologies can result in significant business opportunity costs. Sophisticated digital computing tools, platforms and infrastructure can enable business leaders to be able to access up-to-the-minute intelligence that can inform decision-making. Relying on historical data has become out-dated. Being \u2018always-on\u2019 is no longer just a nice to have \u2013 it is a business imperative. This will help reduce paralysis and speed up the decision-making process.<\/p>\n<p><strong>Practice inclusive leadership<\/strong><\/p>\n<p>Autocratic leadership styles are rarely effective in today\u2019s fast-paced, complex world. Decision-makers can practice seeking out knowledgeable advisors and stakeholders to participate in the process. Inclusive decision-making activates diversity to improve innovation, engagement, and results across the enterprise. Decision-making authority is a tangible example of how power flows in an organization. The more implicit and opaque decision-making processes become, the less engaged employees become. A useful technique that you can employ is to host a \u2018reaction round.\u2019 Before making a decision, use a simple reaction round to hear all voices which encourages diverse views to be aired.<\/p>\n<p>Create a psychologically safe space for people to raise any doubts or challenge the status quo. Stephen Covey advocated the \u2018seek to understand before being understood\u2019 approach. The goal at the end of the day is to make the best decision. Practice open-mindedness and allow yourself to be exposed to different viewpoints. Leveraging the thinking of diverse groups for smarter ideation and decision-making reduces the risk of being blind-sided. Highly-inclusive leaders are humble and open to learning from criticism and seeking contributions from others to overcome their own roadblocks.<\/p>\n<p><strong>Practice progress over perfectionism<\/strong><\/p>\n<p>Perfectionists are motivated to make the absolute best choice \u2013 which is a recipe for decision paralysis. If you have perfectionist tendencies, you will tend to judge and measure yourself by what was not accomplished, rather than what was. Procrastination, the close cousin of perfectionism, can also add to your indecision. High achievers are prone to this pattern of behaviour. As a leadership trait it is disempowering and corrosive. Set the goal of making progress rather than achieving perfection. Smart decisions are about timeliness and timeliness is more important than perfection.<\/p>\n<p><strong>Focus on smaller decisions first<\/strong><\/p>\n<p>Judge the value of each decision. Avoid using extensive amounts of time on smaller decisions that have less impact on the organization. Keeping each decision in perspective can help you to become more flexible. By getting the smaller decisions out of the way, you can free up your head-space to focus on high-impact decisions. It can also help you build momentum and confidence that will help you tackle those \u2018tough-calls.\u2019<\/p>\n<p>Furthermore, by building a culture of accountability and quality decision-making throughout your organization can help you and your executives to make fewer decisions. The old command-and control style of leadership must give way to a shared, inclusive approach. One which promotes training employees to use their expertise and judgement to optimize decisions.<\/p>\n<p><strong>Combine logic with emotion<\/strong><\/p>\n<p>Intuitive decision-making versus reliance on data is hotly debated. Are emotionally-charged decisions better than dispassionate, logical ones? Research has shown that combining logic (data\/analytics) and emotion (gut-feel) can lead to better decision-making. Everyone has had that gut instinct kick in that has warned them that all may not be what it seems. Heart-brain communication is a dynamic, two-way conversation. Some scientists have even posited that decisions are really made at the heart level and are then justified with logical thinking. When you become better attuned to naming and understanding your emotions, you can tap into this knowledge to improve your decision-making skills. Emotional fortitude is the art of examining your own thoughts and feelings regarding a decision and factoring them into the decision-making process. When you become adept at understanding where your emotional cues originated, you will be able to explain your decisions better, experience greater comfort with the decision-making process, identify any biases and avoid snap judgements.<\/p>\n<p>The CEO\u2019s job is like no other in an organization: it is infinite. The CEO is ultimately responsible for the company\u2019s success or failure. As a CEO you must be able to make valuable judgments, nurture your team\u2019s decision-making abilities and drive the business forward by making decisions that are aligned to your company\u2019s vision and strategy. The process of decision-making can be refined and iterated over time. Courage requires the ability to act despite fears and doubts. The lack of executive courage can have destructive, ripple effects on an organization. Allow courage to propel you forward. After all, making easy decisions generally does not move the needle \u2013 making the tough ones will enable you to ascend to new heights of impact and influence.<\/p>\n<p><strong>Article by Shailja Sharma, Executive Fellow and Coach<\/strong><\/p>\n<blockquote>\n<p>The <a href=\"https:\/\/sbs.strathmore.edu\/en_gb\/global-ceo-africa-programme\/\" target=\"_blank\" rel=\"noopener\">Global CEO Programme<\/a> is delivered by Strathmore University Business School together with Yale School of Management and Lagos Business School.<\/p>\n<p>The programme has been designed and developed to enhance your strategic vision and equip you with new tools to better navigate disruptive trends that could impact your business.<\/p>\n<\/blockquote>\n<\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":12,"featured_media":26299,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[39],"tags":[119],"class_list":["post-26304","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","tag-ceo"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v20.2.1 (Yoast SEO v27.8) - 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