The 15 Skills of Leadership and Management: Decision Making

This is what a person is able to do on their own before they become stuck and seek counseling.  The leader will be called to make decisions throughout the duration of the project.  The answers to some problems will be simple and self-evident while others will require him to consult the group, seek outside information, and produce a lengthy “plan of attack.”  When a team encounters a serious setback like this that hinders all performance, it is best for them and the leader to convene in a meeting and not to proceed without a usable plan.  The reason for this is to have all team members’ minds present and focused on the issue.  The more people focused on the problem; the more ideas, resources, and solutions available to the team.

For decision making on this scale, there is a six step process that will keep the team on track and will make the meeting go as smoothly as possible. 

What’s the problem – Isolate the factors involved in the predicament.  Get to the heart of the matter.  When did the process begin to break down?  What is the main source of the complication?

What’s the team’s solution – A solution redefines the issue in a positive statement that answers the question, “What do we want to do about it?”  The solution must be realistic.  Something the group has the means and time to accomplish.

Strategize (stop and think) – Difficult problems will lend to the occurrence of this step, but if not, the group must still complete it.  Often an anxious tem will jump at the first suggestion offered, but if all individuals are forced to stop talking and really examine the problem and the proposed solutions for a moment; they will be able to add some original thought to the plan in the next step.

Make a plan – The team and the leader list the most desirable course of action.  From this plan they discuss alternative methods and secondary plans to reach the solution.  The consequences and sacrifices of each must also be taken into account.  Each person should be asking themselves what could go wrong at each step and what can we do if it does; adjusting for the inevitable affects of Murphy’s Law.

Do it – Put the plan into action.  If the group has discussed a start-to-finish plan in enough detail, each member will know how to proceed.

Keep at it – Nothing worthy of being achieved is ever gained without perseverance.  The group must recognize that before a plan is deemed a failure, a sustained effort is first required.

At the amusement park, problem solving in this manner, with the input of my entire crew, wasn’t possible.  We had to rely on the mock problem solving we did in training.  When a serious problem occurred we couldn’t drop everything and have a formal meeting.  It just wasn’t that kind of working environment.  It was my responsibility to guide them with immediate decisions.

On one particular day, the ride’s main water pump shut down four times.  Each time this happened, the conveyor belt would stop because they were on the same circuit breaker, the water level would drop and cause the boats to stop, the ride had to be shut down, some one had to call it into the base with the proper 10- codes, the guests on the ride would have to be kept calm and seated in the boats, the queue line needed to be cleared, and then we had to wait for maintenance to make the repairs and restart the ride.  If they couldn’t do this quickly then we had to evacuate the ride.  Evacuating the ride meant getting everyone out safely out of the canal and out of the restricted areas, taking down their names and zip codes, getting them any medical attention necessary, and filling out twice as much paper work for the rest of the day.  Throughout this ordeal, my crew relied on my quick and decisive orders to gain control of the situation.  In turn, I relied on their constant and meticulous training to complete the tasks without question.