Sample’s second rule for decision-making:
2. Never make a decision today that can reasonably be put off to tomorrow.
But isn’t that procrastination? First, let me say that our western, negative view of that word is not necessarily universal. Procrastination is negative when it stems from a lack of courage. Instead, Sample espouses conscious and even courageous “artful procrastination.” Certainly, postponing a decision has its consequences: in our busy workplaces, with full inboxes, a strategy to leave more on your plate for tomorrow is contrarian.
I borrowed the question above from president Harry Truman, who always sought clarity on the timing for a decision as his first response. To misunderstand the timing required for a decision is to choose the wrong method of decision-making. For instance, a snap decision in a case that should have involved consultation with experts could be disastrous. A collaborative process in a fight or flight scenario could be deadly. It might be worthwhile researching how Truman applied this methodology to as grave a decision as dropping atomic bombs on another sovereign nation, but that’s another topic for another day. Sample’s point is that “the timing of a decision could be just as important as the decision itself.”
Now, Sample isn’t talking about simply putting things off or failing to make a decision. A non-decision is a decision (and leaders have consciously used that method to great success in a variety of arenas). Knowing the timing allows a leader to wait strategically. It can often open up more options for a leader, providing a beautiful solution that wasn’t available at the time the question was posed. However, it comes with a risk: it can slam the door on decent solutions. Simply put, circumstances will often make a decision for you, and there’s a fine line between a wise leader who reads the timing well and a foolish one who misses an opportunity. The point is to make a decision “and get on with it” when the time is appropriate to choose, whether the conditions improved or not.
I’ve heard CEOs say before that they pretty much expect to be 50% right on their decisions. That’s not comforting! But leadership and decision-making are arts, not sciences. Experience teaches when to listen and when to make a judgment, when to wait and when to conclude a matter. This question is a great place to start, because it puts a leader in position to follow the best road to a decision. Whether she’s right or wrong, perhaps the real question is what she does next, after the decision is made.
Sample’s final thought on the matter:
It is one thing for a leader to delegate a decision to a lieutenant, but an entirely different (and unacceptable) thing for him to surrender a decision to fate or to his adversaries. Therein lies the difference between artful and cowardly procrastination.
Agree? Disagree? Does this spur a question or reaction? Give me your thoughts!