Reflect and Set for Reluctant Decision Makers
Welcome to our “Sunday Reflect & Set” series. Each Sunday, we will guide you through a series of reflection exercises to help you set your behavior intentions for the week.
This week is focused on decision-making, specifically reluctant decision-making. If you answer yes to any of these questions, this Reflect and Set is for you.
Do you emphasize avoiding mistakes or hesitate moving forward when there is a risk of making mistakes?
Do you find it uncomfortable to be assertive when making recommendations?
Do you have a hard time expressing unpopular opinions?
Do you struggle to express your point of view in unfamiliar settings or with new people?
Do you need to know every outcome based on large amounts of data to make a decision?
Do you use a lack of information or familiarity to avoid making a decision?
Ready to get started? Grab your journal or a piece of paper, or download our worksheet!
Why Decision-Making is Important
A key aspect of being effective is decision-making. Making a decision requires you to identify when a decision needs to be made, gather information, consider all paths, examine possible consequences, and take action. However, when you hesitate to decide or refuse to move into action, you significantly impact those around you. Additionally, others can learn to leverage your reluctance to move into action to gain acceptance for avoiding work they don’t like. This can negatively impact your reputation because tasks or projects are incomplete. Others may feel like they have to create ways to work around you, and you may not be brought to the table to make important decisions because others become frustrated by your inability to make timely decisions or take a firm stand.
The Prompts
You will be presented with several questions in the following set of prompts. You can approach each set of questions in the way that is most meaningful to you. This might be answering each question within the set or selecting the questions that stand out to you.
Your first set of prompts asks you to consider the context of your current situation and environment. It is important to be honest during this part of the exercise and avoid only seeking confirmation for your behavior. A mix of organizational expectations and comfortable behaviors likely factor into reluctant decision-making, so identifying each accurately will help you determine your intentions for the week.
Does your organization reward convention and compliance with standards, rules, and conduct?
Does your leader expect accuracy, or are they intolerant of mistakes?
Is your leader controlling or micromanaging when it comes to making decisions?
Does the culture reward no or low-risk decisions over making the wrong decisions?
Your second set of prompts is to reflect on your behaviors and feelings to help you determine your approach to decision-making and to what degree your organizational context is rewarding or driving the behavior.
Do you feel like you are left out of key decisions?
Do you feel overshadowed in meetings by those who are more direct or action-oriented?
Do you avoid speaking up or participating when you are around new people? Why?
Do you avoid taking on new projects or assignments because they are unfamiliar?
Do you worry about being judged or criticized for making a mistake?
Do others take advantage of your subject matter expertise and present your ideas as their own?
Your third set of prompts is to reflect on the feedback you may have received throughout your career. This can help you determine to what degree your reputation is being impacted.
Have you been told that you come across as timid or unassertive?
Have you been told that you need to take a stronger stance on key issues?
Have you been told that you tend to focus on negative outcomes during times of change?
Have you ever been told you need to be more action-oriented or decisive?
Have you ever been told it is difficult to know where you stand on certain issues?
Your final set of reflection questions is designed to help you set your intentions for the week based on strategies that will help you make more effective decisions and build your comfort levels in ambiguous situations.
Reflect on past successes and list the decisions and experiences that lead you to this success. Use this list to build confidence in your decision-making abilities.
What steps do you take to assess the situation when presented with a change or perceived risk? Do you tend to focus on the potential negative outcomes or on the positive impact the change could bring?
How do you move into action when you need to make a quick decision without all the facts available? Is it important that everyone feels comfortable with your decision?
Do you know what decisions you have authority to make? Do you know what decisions your manager expects to review before taking action?
What are the costs associated with either delaying or not making a decision? Include opportunity costs, cost to your reputation, and perceived levels of competence by others.
Setting Your Intentions
Now that you have had a chance to explore your context, behaviors, potential reputation, and reflections on the impact, it is time to set your intentions for the week.
As you review your answers, what are the 1-2 goals you’d like to set for the week?
For each goal, what are 1-2 actions you can take?
What support do you need? Who can help you?
When will you take these actions?
How will you know that you’ve been successful?
What do you need to continue these behaviors?
A great way to hold yourself accountable is to share your intentions with others and ask for their support. If you provide them with specific feedback needs, they will likely give you constructive recommendations and observations.
Being more effective at making decisions and taking action will help others feel confident in your capabilities. People are willing to forgive occasional mistakes but expect their leaders to make tough decisions.
And remember - you got this!