How to Make Better Decisions

Conversations on effective leadership are varied although they focus more or less on the same general points, yet in different contexts. One saying revolves around the notion that the buck stops with the leader. This is true in the case of important decisions that have to be made because that is just the nature of certain positions.  Gathering input from a variety of stakeholder groups is vital if the goal is to initiate and sustain transformative change. Abusing authority, not listening, or going at it alone will not lead to embracement of new ideas and strategies to move a learning culture forward.

I remember as a principal in 2010 my pursuit of a tool that I wanted to purchase to improve communications with parents and students.  A focus on growth in this area was central to our overall goal of building better relationships.  Even though I had been using Twitter for over a year by this time to do just this, the embracement by my staff as a whole just wasn’t where I wanted it to be. This new tool seemed like the perfect solution to help scale efforts to accomplish this goal.  The premise was simple.  My staff would be able to streamline communications with parents and students alike, and there would be an expectation to use the service each day.  I was so excited about the possibilities and couldn’t wait to present it to my staff and get their approval. 

Now I am not going to get into the nitty-gritty about the functionality of the tool. That is not the point of this post. What I want to discuss is how my staff reacted.  I thought this was a slam dunk going into the meeting.  In my mind, the majority was going to celebrate the fact that I was investing in a tool that would significantly support them all.  Then reality slapped me right in the face. I would say that at least half of them were entirely against the adoption of this tool. I’m not going to lie.  I was a bit uneasy with some of the adverse reactions that were shared.  Instead of reacting myself, I listened and took notes focusing on legitimate concerns.  A few of the gripes were ridiculous, but many of the comments were valid.

Instead of just listening and then making the decision to move forward because I thought it was best, I wrapped up the meeting by telling my staff that I would reflect on the conversation we had as a group.  It was also reiterated that I appreciated their feedback. If you truly listen to anyone you then take the time to reflect on what was said. I went back to my notes from the meeting and compared the concerns my staff raised to the positives that I saw.  It was a tough decision. In the end, it came down to making a decision that would best serve everyone, including parents and students.

In the end, I decided that adopting a communications tool for all my staff to use daily was not in the best interests of the school. Upon reflection, I saw validity in many of their points as well as alternatives to still achieve the outlined goal.  To successfully lead change across schools, districts, and systems we must not rush to judgment if the situation does not require it. Getting into the habit of listening, reflecting, and then deciding goes a long way towards creating a culture of trust and empowerment. By improving our listening skills, we can become better communicators in our respective positions while simultaneously building better relationships with students, colleagues, and other stakeholders. Taking the time to reflect before, and even after, decisions lead to improved performance. How one indicates is a personal decision, but it is something that must become a part of routine practice across all aspects of leadership.

There is nothing easy about leading change.  Sometimes it requires taking a deep breath or gaining the perspective of others to avoid making a rash decision. Always keep in mind that leadership is not about what is best for one person, but instead the collective. When it comes to leadership.....Listen intently, spend time reflecting, then make the best decision.

Below are some more of my thoughts:

Leading With No Regrets

Yesterday I had a conversation with one of my teachers who has future aspirations to become an administrator. The two of us had set some time aside for her to discuss my many roles as a principal.  During the conversation, she asked me if I regretted any of the decisions I had made.  I paused, thought about this for a minute, and responded that I did not.  This is not to say that I was happy with some of the decisions I have made during my nine years as an administrator.  It is how we react once a decision is made that truly defines one’s ability to lead. 

Image credit: http://www.magforliving.com/how-to-live-life-with-no-regrets/

I think anyone in leadership second-guesses many of the decisions that are made.  However, I am of the opinion that if we were to regret decisions we have made in the past then that will hinder our ability to make the extremely tough ones in the future.  Leadership is about making decisions that are in the best interests of all stakeholders, living with the outcomes, and learning from the resulting experiences.  By following these simple, straightforward tenets, leaders develop the capacity to be confident when decisions are made, even if the outcome is not what they anticipated.  Regret will ultimately leave a sense of doubt or hesitation when decisions need to be made. We must learn from decisions that fail, or do not live up to expectations, and use this acquired knowledge the next time.

This conversation really got me thinking. Over time I have a learned a great deal from the outcomes of decisions I have made and how I went about the process of making them.  Here are a few key points that I have identified that not only allow me to make sound decisions, but to also be at peace with the end result:

• Communicate clearly why a decision is being made.  Making decisions that have no rhyme or reason or come out of nowhere are a recipe for disaster.  With the many ways leaders have to communicate and clearly articulate their reasons for making a decision there is no excuse not to follow through.  Decisions made without proper communication build resentment, animosity, and a desire to undermine the desired changes.
• Elicit input from an array of stakeholders.  Sometimes decisions have to be made at the drop of a dime, but most do not.  For the big decisions that will dramatically alter school culture (i.e. grading, hiring, new policies, evaluation, etc.) it is imperative that all stakeholders be represented at the table and be allowed to offer input and/or suggestions.  Shared-decision making and consensus are two of the most important elements of effective leadership.  A committee ends up being a leader’s best friend when it comes to making these types of decisions.  This should go without saying, but students should be a part of this process every time, if appropriate.
• Take time to research and reflect.  I have found that connecting research and pertinent examples that support why a decision will or has been made greatly assists with embracement by stakeholders.  It is also important to reflect upon the potential outcomes of the decision in order to best respond to concerns and complaints.
• Cooler heads prevail.  Never make a decision solely based on emotions, as these tend to be the worst possible decisions a leader can ever make.  
• Develop a circle of trust.  We all need honest feedback on decisions we are about to make.  The problem is that we might not receive this prior to each time a big decision is made.  Determine who you trust the most and who will not hesitate to push back on your ideas before making a decision.  Over time this group will evolve into one of your best assets when it comes to making the best decisions.
• The buck stops with you.  Ultimately it is up to you as a leader to make the final decision even if you follow all of the suggestions above.  You must be confident with every decision you make.  After all, you are in this position because others cannot handle or do not want this responsibility.  

My thoughts are not meant to be a checklist for other leaders to follow, but points of emphasis when the time comes to make a decision, big or small.  Life and professional experiences teach us a great deal and in the leadership world this can be priceless.  Never regret any decision you make.  Use each as a learning experience to become better at what you do.