Category Archives: decision making

Your Second Most Valuable Personal Resource

Barrack Obama has one colour of suit. That way he doesn’t have to spend any time in the morning decision which shoes, belt, tie, or shirt match. They all do. Fewer decisions to make at the beginning of the day. He also has the same breakfast every day. He has more important things to do, apparently.

It’s part of his personal strategy of reducing decision fatigue. He learned that the more decision you make in a day, the worse each next decision is. So he’s spent years reducing trivial decisions he makes keep his strength for the more important, complex, and challenging ones.

Making decisions burns energy. Holding two or more options in your mind and comparing them is one of the most expensive executive activities our brain engages in. Stress, poor nutrition, poor fitness, and insufficient sleep will also contribute to a fatigued brain.

Making Good Decisions

We have only so much energy we have for decision-making during a day. The more fatigued we are the poorer decisions we make, and the more easily we fall into decision-making traps. Which contributes to stress, lack-of-sleep, etc.
It’s kind of the opposite of a self-licking ice-cream cone. It’s more like a death spiral.

One of the frequent complaints I hear from busy executives and managers “lack of time”. When we dig a little deeper if often comes down lack of focus and poor time-management habits. They’re trying to everything and end up accomplishing nothing. Currently I have nine clients, seven of whom are doing well. Who’s businesses are growing and improving as we work together.

Take Care of Yourself

Most of them are physically active and robust. They’ve learned to take care of themselves. They exercise, they eat well, they don’t smoke (except for the occasion cigar when on vacation in Cuba), they have good sleep habits, and they don’t drink to excess.

smoking ncoYou don’t have to do all these things to be a good leader. Being perfect is not a prerequisite to success. Goodness knows I’ve met a few smoking, drinking, swearing men and women that get the job done and have the respect of their team. Even been one on occasion. But it’s harder.

Business is not Olympic diving. You don’t get points for difficulty.

Eat That Frog

If you eat a frog first thing in the morning, you can go through the rest of the day knowing that probably nothing worse will happen to you the rest of the day. The frog in this case might be the thing you’ve been procrastinating about the most, or that task that will have the greatest positive impact on you life right now.

Tackle tackles things first, and and second things not at all. Tackle the work that requires your best focus and brain-power when you’re at you’re best. And if you have two big frogs to eat, eat the biggest, ugliest, oldest one first.

Guard Your Brain

Husband your decision-making energy carefully. Guard it jealously like you guard your time. Be conscious of your physical and emotional states, and how they affect your behaviour and decisions.

When It’s Time to Let Go

Taking a break at the cowboy coffee house in Cochrane, Alberta

I was talking to my motorcycle mechanic about my latest acquisition, when a quote from Drucker came to mind:

If we did not do this already, would we go into it now?” If the answer is no, the reaction must be “What do we do now?” Very often, the right answer is abandonment.

I spent two years rebuilding my last motorcycle’s carburetors. I’d never done it before. I figured it would be a fun project to do with my buddy. It turned into an epic trial spanning multiple spare parts, nested layers of mechanical failure, and mishaps such as screws dropped into the engine. I could have taken that time, got a weekend job driving a cab, and bought myself a new bike.

The upside was that I did get to spend time with my buddy, mostly in an unheated Canadian garage. So when he found a $100 bike last fall, and it ran well, I jumped at it. Cosmetically it looked bad, but I’d rather be riding than busting my knuckles turning wrenches.

Third ride out, however, it started backfiring, stalling, and losing power. I took it down to my local mechanic who, after a quick inspection, identified about $2000 worth of work. Only two out of four cylinders were firing, the chain rusted out, there was an oil leak, and the carburetors were also leaking. This last one got my attention, as memories of busting knuckles in a cold garage came flooding back.

So I sold it to him for $200 in trade. He’s going to break it down for parts. For the money I would have spent fixing that one up I’d still have a bike that was only worth $100. I’m better off saving my pennies and spending that money buying a new, better looking, mechanically sound bike that I can actually enjoy riding. Sometime before another two years elapses.

As leaders we have to ask ourselves the tough questions:

  • What parts of your business are sucking up more time and energy than their worth, draining the life and joy from the rest of the company?
  • Which employees have you kept because you have an emotional investment in them unsupported by performance or results?
  • What opportunities are slipping away from you because you’ve been focused for too long on fixing something that’s not working and that isn’t your core business?

Manage Your Performance Review

If you want to communicate well with your boss you have to plan for it. It’s not enough to do your job well, unfortunately. Especially if you’re the “shy” type and your boss isn’t. What does help is to make regular communication with your boss part of your routine – and I know us introverted types have a routine. It’s often part of our base behaviour.

I once had a friend at GD who would sit down once a year for an afternoon in a comfy chair. Glass of fine scotch in hand, pen & paper in the other he would spend a couple of hours by himself reviewing his accomplishments for the last year. He figured out what he wanted to do in the next year. He would consider his career, his volunteer and recreational activities, relationships, and how happy he was with his life.

The Power of Review

He gave himself his own performance review, planned what to do next, and then went and did it. I’m not sure where he is now, but I’m sure he’s still on the fast track, or doing what he loves, or both.

The Plan Do Review cycle is one of those simple ideas with a lot of applications. Fighter pilots call it OODA (Observe – Orient – Decide – Act). David Allen of GTD fame models it as Capture – Organize – Review – Do.

Here’s the simple idea:  Use “Plan – Do – Review” to show your boss you know what you’re doing. Make her job of reviewing your performance easier. Admit it, some bosses don’t prepare for performance appraisals very well anyway.

Sometimes the only way it will happen is if we can make it easier for them. Is this “right”? Probably not, but do you want to leave your hands in the hope that somebody else is going to do the right thing? Your promotions, raises, and career depend on your boss knowing (and remembering, and documenting) what you’ve done for the last year. Don’t depend on them to follow your best self-interest. It might not happen unless you make it happen.

Plan – Do – Review In Action

You can apply the Plan – Do – Review trope to your hourly, daily, weekly, monthly, etc. work. Try it, and with an honest effort you’ll find yourself looking for new contexts and situations you’ll want to apply it to.

If you’ve spent the last year creating a “brag” folder, listing your accomplishments, reviewing your own performance, and mitigating your own weaknesses, wouldn’t that make you look good on your appraisal anyway?

Get Better and Get Credit

I’ve borrowed much of this concept from “Rock Your Review” by Tanya Stevenson, a great book and a quick read from somebody’s who’s done what she describes, and done it very well. Here’s my take:

  • At the beginning of every work week, review your calendar, to-do list, and work assignments. Decide what the most important things you need to get done that week are, and plan how you’re going to get them done.
  • Do It

Use Review To Capture Too

  • At the end of the week, take some time to assess yourself against your plan. Did you do what you set out to do? What did you get done? What are you going to do about what was left un-done? What obstacles did you run into that you need help with? What suggestions would you like to make, and what did you learn? What do you plan to get done next week?
  • Write your accomplishments into a short e-mail to yourself, or capture it in some other way that’s appropriate to your work. At the end of the year you should have a nice fat folder brimming with 52 weeks of your accomplishments.

The question then becomes: what to do with this trove of productivity? You’ve captured what you want to communicate, how does the real communication happen?

Next Week

Telling your boss how great you are without feeling like an ass.

When Emotions Decide

I don’t trust my instincts. At least I’m sceptical of them. Impulsive decisions based on emotion & feeling have led me astray in the past. When things are important to us, we can become emotional. When we’re emotional, we’re not always at our best.

Yet human beings are emotional creatures. Every memory has an emotion associated with it. The stronger the emotion, the more vivid the memory. Our emotions, feelings, memories, values, and beliefs drive our behaviour and our decisions. Even when we’re not aware of them as we make those decisions.

As leaders and managers we need to take our own and others’ emotions into account, especially if we want to have any chance of influencing  behaviour.

So how do we know when we should listen to our gut? Consider these four tests for when to trust your instincts.

Don’t Trust Your Gut

Much like winging things without a checklist, trusting your gut turns out to have not such a great track record. Consider this experiment:

So here’s a simple, cheap experiment: the next few times you make a snap decision or judgment where your gut is your best friend, take 20 seconds to send yourself an email or text briefly describing what you did and why. Quit after doing it maybe 20 times. Then look at those messages from the vantage of a week later. I promise you’ll be surprised. (I did a version of that exercise when I was having a nightmare time with a client. The resulting review left me biting my tongue and forbidding myself from sending substantive project emails without sleeping on them first.)