Emotional stability key to rational decisions
Decisions have to be made in several spheres by managers. They have to decide on action to be taken about improving sales, recruitment of staff or something as drastic as downsizing.
Each decision has to be weighed carefully before the go ahead is given for its implementation. There are different perspectives for each decision a manager wants to take.
While talking about a plan to improve sales and revenues, the manager's decision has to be based on the team failures and the need to enhance the team's skills. The objectives for implementing the action plan are clear and a decision can be taken without any emotional attachment.
The emotional quotient of a manager is closely related to his ability to make right decisions. A successful manager can make decisions without his emotions coming in to play in any situation.
Don't be swayed:Decisions need to be effective to create the desired impact. To be effective they have to be based on objectives listed out through analysing a particular situation or event. If the objectives are not defined clearly, the decisions will not bring out the desired results. So objectives need to be set without any emotion being attached to them. Any decision clouded by emotion will leave a trail of bad events in the future.
There will be times when during a recruitment interview the hiring manager is impressed with the credentials of the candidate's parents rather than the abilities and experience of the candidate himself. Hiring such a candidate may not be in the real interest of the organisation.
The objective of the hiring manager must be straight – to hire the best candidate who suits the role perfectly.
Being swayed by non-essential factors can lead to bad decisions.
No judgment:In the workplace interpersonal relationship assumes vital importance. When people maintain cordial and friendly relations, the office becomes a less stressful place. But people are prone to making judgment about others on various aspects of behaviour or work efficiency. But managers should take care not to make decisions basing on their inner judgment of a particular person. Judgment is relative and differs from person to person about another person. There are no well defined rules for it.
A manager has to face many emotional situations. He may have to deny a promotion or pay hike for an employee. That will be an agonising time for that particular employee and he may revert back to the manager in anger. That will be the time when the manager has to explain the rationale behind the decision. He has to come clear on what factors the decision was based on. He must empathise with the employee rather than sympathising.
This will impress the employee that the decision was taken considering certain predefined objectives and no personal prejudice was involved.
Take opinion:Many a time a manager needs to make a decision that may tell on the career of a particular employee. May be a department has to be shut down as new machinery can replace the workers. Or a staff member needs to be suspended for bad behaviour. A decision has to be taken based on a reality check. There may be doubts persisting in the mind of the manager. He must clear all his doubts before taking a final decision. He must discuss the issue with his seniors or peers without revealing the details of the employee.
The ultimate decision has to be taken by the manager, but for validation, he can seek the opinion of others. But taking the opinion of too many people may also hamper the decision making process itself.
Decision making though is now being considered a science it has several aspects that can turn in to a fine art. Once this art is mastered managers can be sure they will be able to make decisions that will be considered good and correct.
K. V. Rajasekher