It’s a tough landscape for decision-makers right now. The speed at which information is emerging gives fresh meaning to the term “real-time data.” Emotions are running high. Choices that made sense in the morning are being adjusted by the afternoon. No matter what decision we make, it feels like people are anxiously awaiting their opportunity to criticize it. Yet, decisions must be made, and most leaders are feeling the pressure to do it faster and better. So, how do we accomplish that in the face of so many unknowns? Over the next few Wednesdays, we’ll be sharing a series of tips and tools on decision-making. We start with two concepts that are critical when making decisions amid crisis.

Focus on the true desired outcome.
When our physical and mental resources are tapped out, we can’t spread our nets too wide. We should ask ourselves, “What matters most right now?” and make decisions that advance the desired outcome. For instance, many of our leaders are using and/or considering tele-work options for their employees. Would it be amazing if we kept our employees safe at home and still achieved 100% of the productivity we would get if they were on-site? Yes, of course, but that’s not going to happen—no matter how many peers we consult or productivity charts we prepare. And that’s the danger of allowing more than one goal to rule decision-making. We expect results we’ll never achieve, and that makes us believe we made a bad decision when we never truly understood what we hoped to achieve through our decision at all.

Make fewer decisions.
Most of us engage similar decision-making patterns regardless of how big (or small) the decision. That sounds a little crazy until we consider the last big decision we made and identify the process that we used:

• Maybe we explored numerous information sources first?
• Maybe we allowed our gut to guide us?
• Maybe we consulted with people we trust?
• Maybe we asked someone else to make the call?

Now, let’s think about the last time we were going out to eat.

• Did we Google local restaurants?
• Did we choose based on a craving?
• Did we ask a friend about their latest experience somewhere?
• Did we ask our spouse to decide? 

Because our decision-making patterns are similar regardless of decision type, they require similar focus and mental energy. The more decisions we make, the more decision fatigue becomes a factor. In a crisis, we can’t waste valuable mental resources on decisions that aren’t essential. Let’s ask ourselves, “What decisions can wait?” or “What decisions can be made by someone else?” so we can focus our decision-making power on the things that matter most right now.

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