Knowing that even Shakespeare himself had difficulties when trying to resolve his famous dilemma – to be or not to be – makes it more bearable for the rest of us when it comes to making decisions
We constantly try to figure out how to make decisions that serve us well, each and every day. This usually tends to be a long process of changing habits and stripping away the layers of our old familiar feelings that actually lull us into a false sense of security.
But we have to start somewhere.
First of all, I’m not fully convinced that most people know what they want. It’s more likely that people maybe know whose life or job they like, which doesn’t necessarily mean they will act upon that ambition or wish. There is a world of difference between the two.
The great majority will opt for excuses that will only support their delusional beliefs. Others will make up the worst-case ‘what if’ scenarios without even taking the first step. Only the very few will pluck up the courage and see possibilities in places where others see only difficulties.
As for me, I see a decision-making process as a challenge, which I personally like. Making different choices is an important part of self-growth and once I make a decision I like to put it into practice and make it work. What differentiates my point of view in making choices is that my focus is on what I can get by changing something, while others usually tend to focus only on what they might lose.
However, this shifts to a complete other level if we’re talking about making decisions where I’m not in the position of a single-minded individual but a leader.
Leadership is a matter of choice. My standpoint here is that good leaders always place themselves in a position to create options, not to limit them. They have a clear understanding of who they are, what they value, and what they will or won’t compromise on
The responsibility is huge and requires much more than a certain skill set.
Leadership is a matter of choice. My standpoint here is that good leaders always place themselves in a position to create options, not to limit them. They have a clear understanding of who they are, what they value, and what they will or won’t compromise on. When co-workers experience this in practice, there’s no need to convince or persuade them to do anything. Trust is essential and setting a personal example can help them realise that you actually live by your words. I therefore don’t seek anything of my colleagues that I’m unwilling to provide myself.
An interesting question when making decisions is what to listen to – your logic or intuition? Selecting between these two opposing forces isn’t quite as straightforward as it may seem, because no one is entirely logical or emotional all the time. There’s nothing wrong with intuition or emotions – it’s just that they sometimes aren’t enough. We need to shift them to something more tangible – to translate them into behaviour and then into a definite strategy. Only holding onto intuition puts us in the passenger seat, while taking action means that we take control and move to the driving seat.
Fortunately, not all decisions are life or death. What is more significant is to learn that not making a decision is also a decision.