Running a business is like any other profession. It is normal at some point to feel confused or lost, especially when you have a responsibility to make essential business decisions. What you may not know is that there is a simple way to prevent stress from making you choose the wrong path.
Therefore, in this article, we will show you a strategy that will help you to make important decisions for your business.
Gather the details
What are the main details that involve your problem and, consequently, the decision that needs to be made? After recognizing the decision, it is necessary to identify the factors that are or may be affected by the process. Thus, it is important to collect information and facts about the problem, taking into account the relevant data for the resolution of the issue itself. In this step, an internal evaluation is recommended to point out what are the failures and successes of the processes related to the problem and which can then affect your decision.
However, do not limit yourself to the company’s internal scenario. Also, look for external information, such as research and market data.
Make decisions as a team
A surrounded manager makes better decisions than a manager alone. Soliciting your employees is of great importance and allows you to collect different and often relevant options and alternatives. Consult with members of your team whose skills and judgment you value. The social pressure created by the fact of sharing your decisions with this group will motivate you more to act in the best way.
If you don’t want to let your people know about the decision you have to make, you can also hire a consultant. The latter provides you with a level of expertise while offering you an external opinion for an impartial and objective reading of the situation.
List and note the advantages and disadvantages
Using a list of pros and cons may seem out of place when it comes to making an important decision. This is why this technique will only be effective if you weigh each criterion by assigning it a score. The value scale can range from 0 to 5, thus forcing you to analyze each item to prioritize its more or less determining character in your final choice.
Ask yourself, for example, what will be the positive and negative impacts the decision will have on you and others and what that will entail. Also, try to know the different possible alternatives and to plan, according to your decision, plans B or C. The stage offers a not insignificant advantage: it allows you to prepare well to receive criticism.
Have a plan B, or even C
Choosing is giving up, but great decision-makers always have a contingency plan with 2 to 3 options. Each of them has an action plan to apply them. If you do not want to impose your decision too abruptly, know that nothing can be called final, a priori. Also, you can present your decision as being experimental, which will make it possible to play down the process triggered by your choice, and in case of failure, to explore other avenues.
In conclusion, decision-making is far from being the act of deciding. Its quality depends directly on your upstream and downstream strategy.
