The Problem with Quick Decision Making
Most leaders agree, it’s important to have clear ideas about the issues that matter to them and their organizations. Yet, leaders are praised far more often for making quick decisions than for thinking clearly.
In such a fast-paced, noisy world, leaders understandably feel the pressure to think and act fast—but this can be to their detriment. Today, more so than ever, it’s critical to give oneself the time needed to assess a situation fully, gather on-point information, and develop a thoughtful position.
Not convinced? Think of it this way: clear thought is a precursor to making good decisions, acting decisively, solving problems, and seizing opportunities in a way that consistently fulfills the organization’s goals.
But, as most leaders will attest, this is much easier said than done. You have to be patient and possess disciplined thinking habits.
Here are three ways to start:
Mindfulness means paying attention purposefully, in the present moment, and nonjudgmentally. It’s a state of being that allows its practitioners to lead with greater clarity by developing a calmer and more focused mind. It introduces a pause between receipt of information and your reaction to it, and it slows thinking processes enough that they become observable.
Mindfulness and the practice of mindfulness meditation is a trending topic in leadership and management literature for good reason: there’s a growing body of scientific evidence showing that mindfulness meditation changes the brain in a powerful, performance-enhancing way. It develops areas of your brain responsible for self-regulation, allowing you to more effectively place your attention where you want it, regulate your mood, and manage your response to information.
Here’s another bonus of mindfulness: it helps create more healthful stress responses and more effective ways for the brain to process large volumes of inputs.
“Mindfulness helps create more healthful stress responses and more effective ways for the brain to process large volumes of inputs.” -Karen Martin