Intelligent Decision-Making Introduction

By taking the stairs instead of the escalator, our improved fitness provides evidence about the quality of our decision.

By buying a used car instead of a new car, our saved funds provides evidence about the quality of our decision.

By opening a new branch office during the recession, the improved competitive advantage provides evidence about the quality of our decision.

By evacuating the residents before the floodwater prevents access, the saved lives provide evidence about the quality of our decision.

Decisions result in consequences, whether we like it or not.

And those consequences exist on a plane from poor and undesired consequences to good and desired.

RESULTS: Poor, Undesired

RESULTS: Neutral, No Impact

RESULTS: Good, Desired

While most decisions will never achieve a 100% desired result, the closer to the right, the better.

Visibility of Results

As leaders, particularly during a crisis, our decisions are more likely to be visible, widely felt and subject to increased scrutiny.

Are conditions improved because of the decision?
Are we closer to achieving our objectives?
Was a methodical and repeatable processes used to validate the decision?
Or, did the decision suggest that the leader reacted solely on emotion and deficient information?

It's unavoidable ...

Results from a leader's decision provide compelling evidence on their quality as a leader.

This course demonstrates the steps required for intelligent decision-making which are used by leaders who regularly experience positive outcomes.

Let's get started.