Decisions, decisions, decisions...
How to get them right without burning out
The great thing about being a leader is that you get to make the decisions, right?
Right?
Right???
Maybe not….
When he was President, Barack Obama limited his wardrobe to an unspecified number of blue and grey suits in exactly the same design.
He said: “I’m trying to pare down decisions. I don’t want to make decisions about what I’m eating or wearing. Because I have too many other decisions to make.”
Now, you may not be the President of the United States (I don’t think the current one is a subscriber, although he could probably do with some of the ideas and insight….).
But the idea of decision fatigue is one that probably resonates with all of us who’ve led a team, led a strategic function, managed a home or just tried to get through modern life. Especially if you’re doing more than one of those at a time.
Making decisions is tiring. Especially when there is as much choice and uncertainty as we are bombarded with at the moment.
The inability to make decisions is one of the clearest signs of approaching burnout. I’ve certainly been there - when even deciding what to have for lunch felt like just too much to think about. It’s a clear sign that overwhelm is approaching.
But good leadership is all about making good decisions. How can we make that a bit easier?
People make decisions in different ways. Some people pour over the variables, others need to talk it out with someone else, others need to go for a run or a walk to clear their head. Some make decisions fast, others slow. Some people find it easy to change course, others don’t.
Knowing your own decision-making style is a useful place at start, to recognise what you need to help your thinking.
It’s also helpful to take a leaf out of Obama’s book and try to make sure you’re focusing on the decisions that matter: Automate, delegate and defer wherever and whenever you can.
But what we really need to avoid is making decisions based on external pressure, fear or guilt.
The 10-10-10 model (from author Suzy Welch) is a really simple approach to sense-checking a decision. It suggests stopping to think about how you will feel about the decision in 10 minutes, 10 months and 10 years.
The model works, I think, because the different questions tap into different things we need when we feel overwhelmed.
How will I feel about this decision in 10 minutes?
This taps into your gut instincts. We are absolutely overloaded with information and data these days. It can be difficult to see the wood for all those bloody trees.
Asking yourself how this decision will make you feel is a really good way of tapping into what is most important to you.
(I have been known to flip a coin and then feel so instantly disappointed with the result that I knew I should go for the other option.)
How will I feel about this decision in 10 months?
This is where the strategic thinking comes in. How will this decision move you forward towards your goals?
If you have a clear sense of where you want to go, or how you want to work, then thinking about the long term impact of this decision is important.
If the 10 month view is giving you a different answer to the 10 minute one, then that is something to stop and think about. Are you choosing short term comfort over long term impact?
How will I feel about this decision in 10 years?
Whilst you definitely want to ask yourself this for the big questions in life, the truth is that most of the decisions we make today won’t matter too much in ten years - especially the work decisions. And this is really useful to remember.
Anyone who’s read my guide to Resilience or come to one of my resilience workshops will know that perspective is a huge part of building resilience.
Being able to step back and look at the bigger picture and remind ourselves that everything usually turns out OK is a big part of being able to stay calm and sane - especially as a leader.
On which note I’m off to dream of being stylish and grown-up enough to have a capsule wardrobe. (Never gonna happen.)
Workshop: Leading through change and uncertainty
Things are tough right now. Lots of organisations are implementing big change. Pretty much all of us are working in a time of great uncertainty.
If you’re feeling the pressure, join me for this interactive online workshop where we'll dive deep into what it means to be a leader in a world full of change and uncertainty.
It's for everyone who wants space to think and reflect, and some useful tools to make it all feel a bit easier.
Tuesday 16 June
10am to 2pm
£95 per person (max 10 participants)