Improve your decision making

 Why is it important?

Being able to make the right call at the right time, often while under pressure, is a key requirement for any HR manager or team leader. We make dozens of decisions every day, but when it comes to important workplace choices, too many 'bad' decisions or regular displays of indecisiveness could lead to a loss of credibility with employees and could have a detrimental effect on your career prospects.

Where do I start?

Confirm that the decision is both yours to make and worthy of your attention. Avoid the trap of micro-managing every decision that falls under your control - if one of your charges can do it then let them make the call.

Establish whether anyone else needs to be consulted and how long you have to make the decision. Make sure the problem (and its impact) is clearly defined and that you are aware of any underlying objectives and/or the wider business context of the decision.

Then detail each concern you want the decision to address and the end-result you wish to achieve.

"If you're clear about what you're doing and why, you will be able to communicate your thinking and get buy-in from all stakeholders, including those responsible for its smooth implementation," says Rob Barham, chief executive of sales management training and development consultancy Tack International.

Consider your options

Once you have sized up the situation using all the information available, you need to work through the alternatives and assess their potential consequences. Weigh up each idea against your stated objectives and grade them accordingly. Consider the pros and cons, the level of risk involved and the worst that can happen. There are techniques and models available that can provide a more structured approach to evaluating the options, such as paired comparison analysis or decision trees.

Consult widely

Be prepared to cast your net far and wide when investigating possible solutions, as selecting from a restricted range of options may not deliver the best result. The same applies to falling back on safe or previously proven choices. Involve others who you know will have opposing views and different perspectives from you, as they may arrive at solutions you would never envisage. Always make known the rationale for any decision you make. Encourage stakeholders to give feedback and highlight inherent weaknesses in your decision-making methods.

Monitor the outcome

It is essential to track the effect of your decisions, especially since action taken based on unreliable data or an incomplete picture of the situation could throw up fresh problems further down the line. Set up a framework for follow-up and evaluation with anyone your decision affects.

"It is important for everyone involved to agree the key milestones and evaluation criteria so that measuring success becomes a transparent process and encourages greater teamwork," says Barham.

Spot the patterns

Aim to make better and more dependable choices by becoming an honest judge of the effectiveness of your decisions. Get into the habit of regularly appraising your recent performance, particularly where you were required to make some critical decisions.

Recording these episodes will help you spot patterns and learn how to make your mind up more effectively in the long run.

If you only do 5 things

1. Be clear about what you are doing and why
2. Gather all available data
3. Consider solutions and possible consequences
4. Keep a watchful eye on the impact of your decision
5. Work on your decision-making style

For more info

Book: Smart Choices: Practical Guide to Making Better Decisions, John Hammond, Ralph Keeney and Howard Raiffa, Harvard Business School Press, £15.99, ISBN 0875848575

Articles: How to be a courageous manager  How to be an effective problem solver

Expert's view… on improving your decision making

Rob Barham, chief executive, Tack International

What is the most important advice you would give to HR about decision making?

 HR professionals make decisions in a unique environment - their decisions affect not only the business but also individuals on a personal level. It is doubly important that they communicate their decisions in a positive but empathic way, demonstrating that they have considered all relevant factors in their search for a solution. Think in terms of selling the positive outcomes of your decision and talking in a way that will appeal to your stakeholders' interests. Make sure to use the word 'you' as much as possible.

Is there help available with decision making?

 There are various decision-making models available. One of our tools identifies facts (cost, resources) and factors (opinions, motivation) which affect the decision, grading each as either essential or desirable. It then offers an options 'axis', which suggests solutions to the problem.

Is it wise to trust your intuition?

 Intuition - especially intuition coupled with experience - is always valuable and is a great way of avoiding 'analysis paralysis'. Decision factors are not entirely rational but beware of finding reasons for a decision that simply justify your intuition. It is better to consult colleagues and use an unbiased decision-making model. Then you will not miss anything vital, and you will be able to impartially weigh up all the facts, factors and options involved.

What are your top tips?

Make sure you are well prepared by having a thorough understanding of the issue you're tackling.

You need to have buy-in from all the stakeholders affected by your decision, so make sure your style is appropriate. You can choose to tell your team the decision you have made; sell the decision to your team; consult your team before making the decision; make a joint team decision or delegate.