3 myths about decisions that need busting

I've been interested in what it means to make good, long-term decisions for a long time. Fresh out of university, I entered a policy career, all fired up and hopeful about shaping a better future for my community. I've worked with senior leaders in business, government, and society, helping them channel that focus ever since.

Over the past decade, I've encountered many strong opinions about decision-making that I initially agreed with—but the more I learned and experienced, the more I disagreed with them.

Three myths I want to bust

Here are some controversial opinions I'd like to share on decision-making after ten years and countless hours immersing myself in reading, learning, and working at the coal face with thousands of leaders.

Myth 1: There is a right decision

Myth: There is a right decision

Reality: The right decision doesn't exist

Early in my career, I spent a lot of energy aiming for accuracy. Hours of careful research and analysis went into shaping problems, framing options and making recommendations.

I truly believed that if I accounted for enough variables and stated a compelling enough case, I could find the mythical unicorn.

I no longer believe this.

As a decision's significance and time horizon increase, so does its ambiguity. There is no such thing as the right decision—not where accuracy is concerned.

Instead of accuracy, we need:

• Alignment - with our big-picture goals and values

• Flexibility - willingness to tweak, change and be wrong

• Focus - on the most important variables at the exclusion of all else.

Get these three things; there's nothing we can't achieve together.

Myth 2: Leaders know what's going on

Myth: Leaders know something we don't

Reality: Leaders have no idea what they're doing

When I was younger, I thought the people at the top must know something we didn't. They were superior beings who knew what was happening and could use that incredible wisdom to guide us.

This illusion was shattered for me by the age of 22 when I sat in a room with Ministers, CEs and local politicians and realised they had no idea what was going on.

This is a good thing. We can't expect our most senior leaders to be know-it-alls on every subject - and we don't want them to be. The skills they most need are different - long-term perspective, relationship-building, risk appetite, change-aptitude, and empowerment of others.

Myth 3: Robust approval is important

Myth: Good decisions need robust approval processes

Reality: Most decisions should be delegated much further down

"Most people" do what "most people" do. That is, escalate trivial decisions beyond the expertise required to make them feel disconnected from the reality of their implementation.

Policy analysts shape the lives of vulnerable people with rules that make it impossible for them to thrive. General managers sign off on change programmes that make no sense. People make recruitment choices with no experience in that role. Minor procurement decisions are kicked around and rejected by people without involvement.

Which leads to…

• Unworkable solutions

• Disempowered staff

• Wasted time and money

• Loss of top talent and opportunities.

Instead of another restructuring, review your organisation's decision-making structure, reducing every approval to the lowest workable level. Trust people, and watch the magic happen.

What decision-making myth would you bust?

Til next week, 

A