Let's Take A Cue From the Military.

Many factors distinguish a mediocre leader from a good leader. One
of the most important is the ability to make decisions. On the
surface it may seem a simple proposition, yes or no; up or down,
left or right, but it often the decision can mean layoffs, a dent in
the bottom line or even the demise of an organization. And often
there is little time for weighing every option.

Military leaders are a good point to start studying decision making
as they have been distinguished by their ability to quickly make
decisions of proportions that would probably paralyze a business
person faced with a similar situation. How do these leaders make
decisions they feel are the right ones? A pattern emerges in answer
to this. A background of preparedness seems to be the foremost
explanation.

First, these leaders are voracious readers, constantly searching and
hungry for information and knowledge. They are never finished with
education, studying the past but also keeping abreast of current
events and the latest technology or trends. They stay in tune to
what's going on with those they command by using the technique of
management by walking around. They consider the input received when
talking to the people on the front lines and have a feel for the
real situation, not the second-hand information an analyst behind a
desk views as a solution.

While these leaders are hungry for information they also expect
subordinates who are researching the situation and supplying
intelligence to be succinct and get straight to the pros and cons.
Generally there is no time for over-analysis of extraneous
information. This can make the decision more difficult rather than
showing a clear solution.

Good leaders surround themselves with people who are willing to
challenge information if they see a problem. They know there is
little use for having "yes" men who are only interested in mirroring
what they think the commander wants to hear. They want to hear the
hard truths that need to be spoken. Leaders must also be able to
trust that these men who share their input and ideas with command
are credible and selfless, motivated only by the best interest of
the common good.

These leaders know the cost of indecision can be very high. Although
they are often under time constraints, a well-informed decision must
be made quickly and earnestly. Once the decision is made, they
expect all who serve under them to carry out the order as if it were
their own, whether or not they agree with the decision. A good
leader must project the image of confidence in the decisions made
even if there is some doubt as any hesitation will color the actions
of the troops.

Ultimately the responsibility for a decision, right or wrong, lies
on the shoulders of the leader. Former Secretary of State Colin
Powell once commented that command is a lonely place because
although there is input from many, the decision still belongs to the
commander and blame or praise lies with him. However, with the right
input, good decisions can be made even under the greatest stresses
and time constraints.

About the Author:
Karen S. Sieczka is the founder of Karen S. Sieczka Training and
Curriculum Development, http://home.earthlink.net/~ksieczka/. She is
currently writing Foundations of Leadership, a workbook on
leadership development and has developed short trainings on employee
enrichment issues. Sieczka also writes articles and tip sheets on
various subjects including aging, literacy, and crisis
communications issues. She can be reached at ksieczka@earthlink.net