Decide how you decide, then make decisions stick

Here’s another huge component of building brand success, totally aligned with quality leadership. And one which large corporations struggle to demonstrate at many levels (although not deciding is a common component of big Pharma behaviour).

Imagine creating a culture of responsibility, driven by collective belief that actions and choices (decisions seen through to a quality outcome) are ‘the right thing to do’. And where quality outcomes can be made because of the learning environment that has been created by encouraging risk-mania.

Like branding, decision making – or more specifically quality decision making – is the foundation for pro-activity, and a mechanism for better business and better living.

What is a decision?

At one level, a decision is simply a choice between two or more alternative actions. If you only have one alternative, there is no decision.

At a deeper level, a decision is an irrevocable allocation of resource. This is where the attention kicks in. It means putting time, money, and effort into action. The concept of irrevocability implies commitment.

Such decisions are not relitigated a day or a week or a month later. Getting to that point of action with confidence is what separates good decisions from bad decisions.

Disciplined dynamic organisations make good decisions. Usually the outcomes are good as well, but if they’re not, two things are true:

1. there is no second guessing the decision because it was well made;
2. it’s possible to now make better decisions because the process promotes learning.

Creating a culture of responsibility develops and engenders your team with a sense of purpose, development and collective leadership. That feels great on the inside, and even better (to external stakeholders & customers) on the outside.

• The entire organisation frames questions thoughtfully and consistently (people trust each others actions)
• The dominant frames used throughout the organisation are appropriate (clear powerful distinctions that help everyone understand the key issues)
• Complex decisions are evaluated through a variety of these dominant frames (The organisation grows and aligns itself around the decision quality of its people)

For many, the decision to decide is one of the toughest things we as humans do – and it’s a uniquely human behaviour. Harnessing the power of a quality decision framework amongst competent and motivated people creates a sense of responsibility, cohesiveness and energy that is hard to compete against.

What kind of decision makers are your brand teams? Or are they just doing what’s expected of them?