College Union

By Dr. Tim Elmore

“Another year has gone by, and we still haven’t changed anything around here. Sometimes, I get the feeling this campus will never change the way it does things.”

You could hear the disillusionment in his words. The dean sighed after making this statement, then leaned back in his chair. I just sat there choosing to listen rather than respond. For the next moment, I reflected on the irony of his statement. These words came from a dean of students at a major university campus on the east coast. At one time, this university was a leading college—on the cutting edge of academic education and student development. Others looked to them for leadership. They had a reputation. But for some reason, they just can’t pull the trigger on the changes that need to be made today to put them back on top of their game. Who knows? Maybe the pressure of upholding the reputation was part of the problem. The dean was frustrated, and so was his staff.

But what made the tough decisions so tough? Why was it so difficult to pull the trigger? Was it knowing just what change was necessary? Was it the enemies that such a decision might create? Was it paying the price to execute such a tough decision? I don’t know. I can only speak for me. As far as I’m concerned, I get paralyzed when facing a decision that I know will cause others to suffer. Even when I know the decision is the right one—I hate to be the source of hardship for those around me. It’s excruciating to make a decision that will be perceived as going backward. Deep down, however, I know that making tough decisions are part of the territory of leadership.

Decisions are Part of the Territory of Leadership If you refuse to make tough decisions—you’d better get out of your leadership position. Decision making, especially tough decisions go with the territory. Management guru Peter Ducker once said, “Whenever you see a successful organization, someone once made a courageous decision.” According to a study of unsuccessful executives in more than 200 firms by the Steven Institute of Technology, the inability to make decisions is one of the principle reasons why executives fail.

Conclusions About Our Choices

Leaders bring people to a point of decision.
In some areas we have no choice.
In some areas we have a choice to make.
We are responsible to make the wisest choices.
The sooner we make the right decision the better.
Leaders make choices first.
A leader’s choice will always affect others.
Six Phases of Decision Making

1. Foundation Stage – What is the history?
This is where you understand what has gone on before you arrived, and what is underneath the structure you are trying to make decisions on. What is the system?

2. Fact Stage – What are the facts?
This is where you gather all the information available to help you assess the situation. Ask: What do I need to know? What do I know? What do I not know?

3. Feedback Stage – What are the emotions involved?
This is where you gather people around you (inner circle) that are able to give you insight concerning the situation. Draw upon their experience, knowledge, skills and perspective.

4. Formation Stage – What is the best decision?
At this point, you form the wisest decision, based upon your acquired knowledge of the situation and upon the laws, wisdom and principles of God.

5. Focus Stage – How can this decision be successful?
This is where you focus on the problems that can hinder the decision and the procedure for communicating the decision to others: how to move from inner circle to outer circle.

6. Forward Stage – When do we move forward?
This is when you stop deliberating and step forward. Timing is key. Make sure your influential people have bought in, and can help translate the decision positively to others.

Principles for Decision Making

Choice, not chance, determines your destiny.
To choose not to decide is to choose to let someone else be in control.
To choose to decide is to take responsibility.
Indecision is the mark of a fearful mind.
Decisiveness is the mark of a leader.
The man who insists on seeing with perfect clearness will never decide.
Decisiveness releases courage, energy and knowledge.
Great people are ordinary people who make extraordinary decisions.
The larger the group involved in choosing, the greater the pressure to conform.
Decisions should be made at the lowest level possible.
Those who refuse to make decisions will be surpassed.
Success is not for the chosen few—but for the few who choose.

Here’s to good decision making. Even though it may hurt, change is a good thing. And most of the time—positive change will require you to bite the bullet and make good decisions. I hope this reminder helps you in the decisions you make as this school year closes and you contemplate the fall. Let us know if we can help you in any way as you develop student leaders, as well as leaders on your staff.

Tim
http://www.GrowingLeaders.com

Categories: Student Leadership
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