Golden Insights Blog

Some very interesting people attended the leadership skills programs I’ve taught. One was Dan, a recently promoted supervisor who’d spent many years in the Navy. In the program, we talked about the value of having discussions with employees regarding work assignments, upcoming changes and decision making. It was critical, I explained, to listen to employee input and concerns, and then reach consensus on the best way forward.

What is it about someone that makes them a great leader? Is it their status, outgoing personality, likeability, relatability, vision, ability to create a great strategy and execute it? I’ve always been interested in the subject of leadership and what makes some people so good at it, while others (despite all the classes they take, books they read or coaching they receive) are not. As an avid reader on the topic and observer of others, I find that the foundation of great leadership is self-awareness. 

Stripped down to its essentials, business is about one thing: making decisions. Therefore, decision making is an important skill of leaders in all levels of an organization. It’s also one of the toughest and riskiest skills. It is a skill that can be sidetracked by a number of psychological traps that can undermine decisions. These traps can even cause great leaders to make bad decisions at times. Sometimes the cause is bad luck or poor timing, but more often than not bad decisions are the result of biases that as humans we bring into our decision making processes.

Have you ever seen an adult engage in a tantrum usually exhibited by a toddler? Have you ever been the recipient of someone’s silent treatment? Have you ever found yourself doing a favor for someone while wondering how you allowed yourself to be maneuvered into doing something you really didn’t want to do? Most of us have had experience with people who regularly break the rules of polite decorum and who frequently disregard others’ boundaries.

One of the common traits of human behavior is that, when making decisions, we typically evaluate the choices based on our perspectives and emotions at the moment. That results in decisions focused on the “right-now” or a very short-time horizon. You can probably recall impulse purchases that seemed like a great idea at the time, but once you got the item home, you wondered what in the world you were thinking.