Leaders often find themselves in a critical directional decision making matrix. Making the right decision for the organization is only half of the moment. When leaders make the “right” decision for their organization but scar the process, the ethics of the process (how people were treated, what they experienced, etc.), often convolute the “rightness” of the decision. If you are leading and finding yourself in a critical directional decision matrix, know that making the right decision is not good enough. You must lead the process at a high level as well. This looks like: Who needs to know? How should they be told? Who is affected by this decision that we have overlooked? What is our process that, if followed, will close all loops and at least give as many people as possible the opportunity to get on board?
Make good decisions as a leader and set in motion good processes, lest the process sabotage the right decision! Knowing what to do is important. Knowing how to do it matters just as much.
I’ve often watched with sadness how the world will condemn someone who did their best to take the right decisions, but in the process they hurt so many other people.
In the end people only remember how painful the process was. Many world leaders have suffered this effect.
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