domino effect

Life is a series of decisions from inconsequential to significant. From selecting a beverage, to selecting a life partner or business initiative, from minor to momentous, the collective effects of your decisions constitute your lifetime. Over time, and with increased responsibility, the impact of your decisions have greater magnitude, and sometimes, far-reaching and long-term effects for many people. Some of the decisions you will be making are critical for you.

Peter Drucker indicated:

“Effective executives do not make a great many decisions. They concentrate on what is important. They try to make the few important decisions on the highest level of conceptual understanding. They try to find the constraints in a situation, to think through what is strategic and generic rather than to solve problems.”

Drucker described an executive decision as being about impact, and not just technique, and that it should be based on principle. He outlined simple steps and a sequential process that includes understanding compromise, ethical considerations and deciphering right from wrong. Throughout your life, you have had opportunities to observe the influence that leaders have on outcomes for large groups of people, and you have observed acute implications. Effects range from overwhelmingly positive, to severely detrimental. In the book, Predictably Irrational, Dan Ariely suggests caution in decision making because of the unpredictability of the human mind making irrational decisions in a complex world. He says the mind gets what it expects, but that this often defies logic.

The world is complex, and so is your thinking. How you decipher stimuli in response to previous input and biased data is not automatically straightforward. A cautionary message is to watch your thinking and decisions very closely. So many issues and information come into play for you; some of which are reliable and some of which simply are not. People often limit themselves and their potential by thinking narrowly, not broadly, in their decisions, and as a result limit possibilities for themselves. The carefully crafted decision is the more reliable decision. Consider your major decisions, and trivialize the decisions that are exactly that. Try to find the difference between the two. ‘Much ado about nothing’ often reigns, but much ado about something is imperative when impacts are substantial. Consider your decisions wisely.

Categories : Leadership