Intuitive Decision Making
Intuitive Decision Making
Institutional vs. Entrepreneurial.
There are many large and established organisations that find it very difficult to make the rapid decisions that newer and smaller more entrepreneurial companies do. For this reason the larger companies will often miss out on the window of opportunity.
That’s not to say that entrepreneurial rapid fire decision making always wins over the more sluggish established approach. The dotcom boom and bust serves as a reminder that the road to good decision making is littered with well-intentioned casualties.
Scientific Decision Making.
There are numerous models designed to make decision making an exact science. Many derive from MBA theory promoted by large management consultancies. They may focus more on decision justification (protection of “le derriere”) than on true decision making.
In many large and often stagnant companies, decision making is reserved for the very top echelons. Rules and controls are in place to prevent lesser (often better informed) people from being able to make decisions where they may have better & more “intuitive” experience.
To move fast, taking advantage of viable windows of opportunity to rapid growth, companies need more effective and devolved means of making decisions. They also need to be able to recognise and halt a bad decision in its tracks, perhaps writing off investment to date.
Sound Judgements.
There are some people that just seem to be able to make good decisions on the fly. They seem to know intuitively what questions to ask, what information is vital and when the best time to act is. Then they act decisively and more times than not their judgment is sound.
To remain successful, they also must recognise when they are on unfamiliar territory and call in credible expertise to assist them with the decision making process. The decision should remain theirs, but they are being guided by someone with the experience they lack.
Familiar Territory.
So intuitive decision making can only have a high success rate when the decision maker is on familiar ground and basing decisions on extensive and valid experience. This is what enables them to intuitively see “the obvious” way forward that others may be blind to.
Intuitive decision makers can make more conservative types very nervous as they may feel the need to look at each and every angle in agonising detail. This is where leadership comes in by getting others to buy into your decisions only using coercion as a very last resort.
Unfamiliar Territory.
Now here’s the potential downside for intuitive decision making. People with the skills and experience to make good intuitive decisions when on familiar territory are often tempted to stray into unfamiliar territory and practice these same skills to their severe peril.
Imagine a very decisive and successful entrepreneur that has built a flourishing business developing and selling business software systems. He/she then decides to move into the far less familiar but attractive territory of opening and running a string of luxury gymnasiums.
If they were to solely rely on the intuition that has previously served them so well, they are significantly more likely to come unstuck in this new venture. However if they recognise their immature expertise here and engage credible experts, they increase their chances of success.
For further information and other free articles see Perform Coaching website
Intuitive Decision Making - To learn more about this author, visit Harry Hayden's Website.
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To do the right thing for the business you need to know what that is and the reality is that there are often many conflicting or obstructing elements and people that apparently need to be factored in or considered. Then there is that all important final ingredient - timing.
Institutional vs. Entrepreneurial.
There are many large and established organisations that find it very difficult to make the rapid decisions that newer and smaller more entrepreneurial companies do. For this reason the larger companies will often miss out on the window of opportunity.
That’s not to say that entrepreneurial rapid fire decision making always wins over the more sluggish established approach. The dotcom boom and bust serves as a reminder that the road to good decision making is littered with well-intentioned casualties.
Scientific Decision Making.
There are numerous models designed to make decision making an exact science. Many derive from MBA theory promoted by large management consultancies. They may focus more on decision justification (protection of “le derriere”) than on true decision making.
In many large and often stagnant companies, decision making is reserved for the very top echelons. Rules and controls are in place to prevent lesser (often better informed) people from being able to make decisions where they may have better & more “intuitive” experience.
To move fast, taking advantage of viable windows of opportunity to rapid growth, companies need more effective and devolved means of making decisions. They also need to be able to recognise and halt a bad decision in its tracks, perhaps writing off investment to date.
Sound Judgements.
There are some people that just seem to be able to make good decisions on the fly. They seem to know intuitively what questions to ask, what information is vital and when the best time to act is. Then they act decisively and more times than not their judgment is sound.
To remain successful, they also must recognise when they are on unfamiliar territory and call in credible expertise to assist them with the decision making process. The decision should remain theirs, but they are being guided by someone with the experience they lack.
Familiar Territory.
So intuitive decision making can only have a high success rate when the decision maker is on familiar ground and basing decisions on extensive and valid experience. This is what enables them to intuitively see “the obvious” way forward that others may be blind to.
Intuitive decision makers can make more conservative types very nervous as they may feel the need to look at each and every angle in agonising detail. This is where leadership comes in by getting others to buy into your decisions only using coercion as a very last resort.
Unfamiliar Territory.
Now here’s the potential downside for intuitive decision making. People with the skills and experience to make good intuitive decisions when on familiar territory are often tempted to stray into unfamiliar territory and practice these same skills to their severe peril.
Imagine a very decisive and successful entrepreneur that has built a flourishing business developing and selling business software systems. He/she then decides to move into the far less familiar but attractive territory of opening and running a string of luxury gymnasiums.
If they were to solely rely on the intuition that has previously served them so well, they are significantly more likely to come unstuck in this new venture. However if they recognise their immature expertise here and engage credible experts, they increase their chances of success.
For further information and other free articles see Perform Coaching website
Intuitive Decision Making - To learn more about this author, visit Harry Hayden's Website.
Like this article? Share it with your friends
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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