One of the best qualities a successful leader has is discernment. It is the ability to separate fact from fiction.

It is not just knowing who to listen to on important issues although that is critical. It is being a systematic thinker and carefully collecting and considering all evidence from multiple sources and correctly interpreting it with your team. Brick, brick, brick…wall of evidence.

Depending on the significance of the issue, it is listening to a diverse spectrum of internal and external subject matter experts such as those who actually do the job and others recognized for their knowledge and experience with this specific subject. It is seeking and encouraging different and competing perspectives to be shared. More brains often means fewer errors.

It is being able to determine when you have only been given part of the picture or half of the story. It is knowing when someone has an agenda other than what is best for the company. It is effectively evaluating the quality of the evidence and the credibility of those presenting information to you.

It is slowing down enough to think through all key aspects of implementation and major pros and cons of the decision. Do not rush but rather get it right as one of my favorite CEOs likes to say.

You will never have perfect information or all the time in the world, but you can avoid self-inflicted errors such as bad data, irrational reasoning, and listening to the wrong people.

Depersonalize the decision – what is all the data really telling me?

Now, we all make mistakes. Real leaders learn from them. Effective leaders correct them.

I have seen excellent decisions made with amazing results from the right data, metrics, analysis, and listening to a diverse and full range of stakeholders and subject matter experts on an issue. I have also witnessed ridiculously bad choices made when someone in leadership listens solely to the wrong person, only sees the facts which fit their conclusion, disregards the data or metrics, or allows ego, emotion, or personalities to drive their decision.

Leaders need to evaluate the processes and outcomes of their decisions.  Take time after implementation of the decision to assess the results.  Did the intended objectives become the actual outcomes?  How often do your decisions produce success?  What can be learned from how the decision was chosen and implemented and the actual results from this choice?

The best leaders learn from both their mistakes and successes.  The worst leaders have a poor process for making decisions and learn little if anything from their choices.

Leaders solve problems. Leaders make decisions. Leaders compare the actual outcomes to the promised results of their decisions so they can always make the best choices in the future.

Your decisions impact a lot of people. It is not about being brilliant. It is about being disciplined, avoiding the traps others do not, recognizing your strengths and limitations, and seeking to have the information you truly need to make the best decision. If it later turns out the decision needs to be modified or completely changed, leaders of integrity do not hesitate to do it because we want what is best for those we serve.

Sources:  Abrashoff, 2002; Blanchard, 2011; Collins, 2001; Drucker, 2001; Grant, 2017; Kotter, 2012; Lencioni, 2012; Maxwell, 1998; Welch, 2005

Dr. Joe Saviak is an experienced senior executive, leadership and management consultant, author, researcher, and college professor. He has served on senior management teams responsible for significantly improving the performance of agencies with over 1,000 employees and annual budgets in excess of $100 million. He serves as an attorney with the Douglas Law Firm.  Reach Dr. Saviak at Joe@DrJoeSaviak.com

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