Security Dealer & Integrator

OCT 2018

Find news and information for the executive corporate security director, CSO, facility manager and assets protection manager on issues of policy, products, incidents, risk management, threat assessments and preparedness.

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E very day is filled with decisions, both big and small; and oen, those choices manag- ers face can have critical or lasting implications to the business. at is quite a load to carry on your shoulders – compli- cated by the fact that deci- sion-making skills are oen learned on the job through experience and repetition. So what can managers do to help streamline decision making? Incorporating a few of the fol- lowing decision-making strategies could make all the difference. 1 The 70/40 Rule: Former Secretary of State Colin Powell ascribes to the "70/40" rule of thumb when it comes to decision mak- ing. Basically, it means that when faced with a decision, you should have no less than 40 percent and no more than 70 percent of the information you need to make a decision. Anything less than 40 is not enough information and leaves you open to making mistakes; anything more than 70 percent of the information takes too long to acquire and means you may not be taking action quickly enough while waiting around for more complete information. is can equate to "analy- sis paralysis" and lead to missed oppor- tunities in the business setting. While it may sound completely crazy to think that you only need 70 percent of information to make a good decision, there is no way to ensure that even with 100 percent of information your decision would be the right one – we are human aer all. As leaders and managers, intuition plays a critical factor in many of the things we do every day. Trusting your gut helps make up for the other 30 percent of information you may feel is "missing" when it comes to decid- ing. Information and intuition go hand in hand in decision making and what you may lack in one area is most oen compensated for in the other. 2 Embrace Could instead of Should: A 2018 article by Francesca Gino in the Harvard Business Review challenged readers to expand their problem solving skills to "think about what you could do, not what you should do." While some decisions require urgency, there are other times where spending a little more time evaluating the not-so-obvious solutions is time well spent. Allow yourself to break the rules and explore options that may not be the quickest that come to mind. As Gino points out, "Approaching problems with a 'should' mindset gets us stuck on the trade-off the choice entails and narrows our thinking on one answer – the one that seems most obvious. But when we think in terms of 'could,' we stay open-minded and the trade-offs involved inspire us to come up with creative solutions." Simply reframing the decision point from what could be done instead of just what should be done can open the door for more innovative solutions, but also sets an energy within a team that not every decision should just check the box to move on – it invites inge- nuity which leads to better decisions down the road. 3 Go in Reverse: While out to dinner at a local restaurant, I watched as my son completed the activities on a paper placemat in front of him. When he got to the maze, I watched as he started at the end of the maze and quickly completed the entire thing in reverse order with- out ever running into any obstacle or picking up his crayon. I asked him why he did the maze that way and he said "because I don't hit any walls when I start at the end." is same concept applies to effec- tive decision making. Rather than looking at a problem first, start with what you want the outcome to be. Looking ahead to what the ideal state could be keeps you focused on the pos- itive outcome instead of the negative obstacles in the way. ■ » Kim Garcia is Director of Marketing for PSA Security Network. To request more info about PSA, visit 74 Security Dealer & Integrator / October 2018 Insider Intelligence BY KIM GARCIA Decision-Making Strategies Often, managers make choices that can have lasting implications for a business...perhaps it is time to embrace new ways of evaluating options Think about what you could do, not what you should do." — Francesca Gino, from the Harvard Business Review

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