Fine Art of Decision Making

Fine Art of Decision Making Synopsis

(excerpt)At the very heart of being a great and effective leader is the mastery of an invaluable and necessary skill: making sound judgment calls which result in beneficial decisions. Without practicing and perfecting this ability, the one in the leadership position will never realize his or her full potential in the position they are in, or in any position above it.Leaders who play an integral and productive role as they stand are able to remain calm, keep their thoughts in order, and push any temptation to react with emotion aside. They are able to make a quality decision under pressure and in the face of questionable circumstances without doubting themselves or second-guessing the choice they make. They remain consistently constant, even when the situation being dealt with appears to be nothing but chaos. They observe, assess, decide, and follow through to the end.When taking leadership and decisions into joint consideration, it is easy to notice the fact that there are those in positions of authority who simply do not possess the skills it takes to make effective judgments and choices. On the flip side, others seem to not only make decisions with ease, they do it well, applying wisdom, considering the potential outcomes, and acting accordingly. A leader of quality has already mapped out his life and career strategy, and is working at it consistently. They are prepared to handle the dilemmas which present themselves, and they have practiced using a calm affect to their advantage. They have designed a solidified a blue print and are applying methods daily to stay within the structure intended.=================TABLE OF CONTENTS=================The Art of Making Superior Judgment CallsAspect I: SourcesEducated Knowledge of StakeholdersDraw in Members of the Board for Training & WorkshopsContribute to your Community while Conducting BusinessConsider Human and Environmental CapitalGet your Council in on the ActionTraining Academies and SeminarsExternal & Internal Stakeholder CouncilGroups in the CommunityCustomers or ClientsGroups with Special InterestSupply ProvidersAgencies which Establish and set RegulationsThose Partnering CorporatelyAssociations with other IndustriesThose with Investment InterestsUnion OrganizationsAspect 2: TimeStep 1: PreparationStep II: Making the CallStep III: The Follow ThroughYou must have Exceptional Integrity & Profound CourageThe Use of Visualization when making DecisionsYou will Encounter "e;Re-dos"e;Aspect III: Area of DomainStrategic Judgment CallsTell a Great StoryWhere are we at now?Where do we want to go?What method of transportation are we using to get there?Be "e;Teachable"e;Gather informationDecideFollow throughStep One: Gathering InformationStep Two: DecideStep Three: Follow ThroughStrategies for use with IndividualsEmotionsPeople carry around what is said to themHuman DynamicsPreparation when dealing with peopleDecide on the call you are makingFollow throughMaking Decisions during CrisesCommit to use the crisis for good.Have a team ready.Keep a teachable perspective and have a story ready to go

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