Make No Emergency Decisions In Business
Think back and you may recall the last emergency business decision you made in response to some issue that triggered your reaction. Was it truly an emergency that required an emergency response? It may have been important, it may have been upsetting, it may have been challenging, disruptive, negative or positive, but was it really an emergency requiring instant response?
Occasionally an employee acts out in a negative way and is fired, on the spot. Necessary? Maybe, but is this the most effective decision-making process? Is it necessary to execute at that precise moment? Probably not, it merely demonstrates that you’re the boss and capable of making instant decisions. Is it well thought out? No, it can’t be if it’s made on-the-spot, instantaneously, with no time to think and discuss (and probably with some emotional influence). So, it may not be your best decision even if it proves to be the correct decision in the end. Even in response to what may seem like a catastrophe, a decision made on-the-spot will not be your best decision.
Your best decision must not be made out of emotion, and should be thought out carefully and perhaps guided with outside direction. I believe emotion plays the controlling role in emergency decisions, when a boss is challenged with a predicament that seems as though an immediate decision is required. Because he is the boss he is emotionally charged by both the issue and the self-perceived requirement to be decisive and in control and to make the right decision in the face of adversity. So often, a snap decision is made. Emotional decisions are the worst, even in the face of trauma. The right decision is always to properly evaluate the circumstances and then make the right decision not born from emotion but from logic and clarity.
Why not create a system for important decision-making? Play by a new rule: no emergency decisions, only well thought out and evaluated decisions. That’s the best management rule, that’s showing control and decisiveness not emotional response to appear in control and in action. It can still be a rapid response – maybe the next day – but it allows a cooling off period, a reflection period and time to gather advice and council from others. Make your decision when you are ready and not because you believe the circumstances require a response. You are the boss you can control the environment. You need to remove emotion from the process and that is the challenge. If you can do that quickly, great, do it. However, the desire to respond immediately usually stems from emotion so slowing down the process allows you to regain control and make a better, rational decision.
This will work much better for you. No emergency snap decisions, unless it is truly a life or death requirement that you cannot possibly stall.
