Making judgment calls
From PLN
Making judgment calls
by Leslie Dillon, from Leader's Digest October 2007
Good leadership judgment is a three-part process. According to the authors of this article, “Each phase is crucial, and each offers ‘redo loops’—opportunities to correct missteps. By mastering the judgment process, you make decisions that secure widespread commitment to results.”
- Preparing. In this phase, you frame the issue, ensure that your team members understand the importance of the decision, and gather ideas from stakeholders. Here, you’ll need to articulate the strategic context for the decision and weigh your options in that context. Also, be sure to explain the context to your staff before you make the decision so that they’re more likely to support it.
- Making the call. In this phase you come to a decision and explain it. This could require a redo loop if you’ve left out important considerations in the preparation phase.
- Executing. In the final phase you carry out your decision, learning and adjusting along the way. You’ll need to mobilize all the necessary resources--people, information and technology. Again, use redo loops if needed.
“Good leaders use a ‘story line’--an articulation of a company’s identity, direction, and values--to inform their actions throughout the judgment process.” They “also take advantage of ‘redo loops’ throughout the process, reconsidering the parameters of the decision, relabeling the problem and redefining the goal in a way that more and more people can accept.”
(Noel M. Tichy and Warren G. Bennis, “Making judgment calls,” Harvard Business Review, October 2007 and Harvard Business Online’s HBR in Brief. Available from Harvard Business Online for $6.50, or from EBSCOhost Business Source Premier.)
