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Casual Articles - How to Survive the Perils of Executive Decisioning
If you’re involved as a broker within the International Trade of the importing and exporting business then your ears should be perked up by now like a fox.In this article you’ll be guided in the direction of avoiding pitfalls inside the bat caves of International Trade.My intentions are to tuck you under my wing and fly you over
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel
An elevator speech is a short verbal snippet that clearly and memorably introduces you. It highlights your uniqueness and focuses on the benefits you provide.Imagine ... you step onto an elevator and there is a lone occupant waiting to travel with you to another floor.You are together for less than a minute, but long enough to
Nobody is immune to bad decisioning…We have all made bad decisions whether we like to admit it or not. I have either been a principal owner or senior executive since I was in my mid 20’s and have generally been highly regarded for my decision making ability. That being said, I have also made my fair share of regrettable decisions. When I reflect back upon the poor decisions I’ve made it’s not that I wasn’t capable of making the correct decision, but for whatever reason I failed to use sound decisioning methodology.
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incorporate the following metrics into your decisioning framework you will minimize the chances of making a bad decision:
1. Perform a Situation Analysis: What is motivating the need for a decision? Who will the decision impact? What data, analytics, research or supporting information do you have to validate your decision?
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel?
By nature loyalty is fleeting. It is built on the strength of the relationship between a customer and a business. Fill in the following blanks. My favourite drink is ……………… My favourite shirt colour is …………….. I would buy ………………… for a gift for my mother. I doubt if many of us would have the same three choices written down. We are sp
Nobody is immune to bad decisioning…We have all made bad decisions whether we like to admit it or not. I have either been a principal owner or senior executive since I was in my mid 20’s and have generally been highly regarded for my decision making ability. That being said, I have also made my fair share of regrettable decisions. When I reflect back upon the poor decisions I’ve made it’s not that I wasn’t capable of making the correct decision, but for whatever reason I failed to use sound decisioning methodology.
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incorporate the following metrics into your decisioning framework you will minimize the chances of making a bad decision:
1. Perform a Situation Analysis: What is motivating the need for a decision? Who will the decision impact? What data, analytics, research or supporting information do you have to validate your decision?
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel
THE GOLDEN RULE, do you believe in applying it to your cattle deals? And if not do you sleep well at night?I believe it may be the origin of or relates to the true meaning of what our forefathers had reference to when they came up with the idea of what is referred to as a HAND SHAKE CATTLE DEAL. Have you applied it to your cattle deals
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incorporate the following metrics into your decisioning framework you will minimize the chances of making a bad decision:
1. Perform a Situation Analysis: What is motivating the need for a decision? Who will the decision impact? What data, analytics, research or supporting information do you have to validate your decision?
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel
Workers suffering burnout are making mistakes. It’s depressingly predictable: these mistakes cost money, compromise safety and may even put lives at risk. Work-life balance is a subject with broad points of view but Corporate America is finally responding to this demand. Actually it’s been a matter of company survival. Corporations expec
1. Perform a Situation Analysis: What is motivating the need for a decision? Who will the decision impact? What data, analytics, research or supporting information do you have to validate your decision?
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel
Let’s say a customer comes to you with a complaint.Maybe in person, via email or over the phone.What’s the best approach?It’s simple: SSTOP!No, that wasn’t a typo. You read it right: SSTOP. And it represents a five-step process for approaching problems, diffusing anger, changing minds and winning the customer bac
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel? What would your family think of your decision? How would your shareholders and employees feel about your decision? Have you sought counsel and/or feedback before making your decision?
3. Conduct a Cost/Benefit Analysis: Do the potential benefits derived from the decision justify the expected costs? What if the costs exceed projections and the benefits fall short of projections?
4. Assess the Risk/Reward Ratio: What are all the possible rewards and when contrasted with all the potential risks and are the odds in your favor or against you?
Decisions can, and usually will, make or break an executive. Those executives that avoid making decisions for fear of making a bad decision will rarely rise above mid-management, and those that make decisions just for the sake of making a decision will likely not last long. If you develop the appropriate blend of a bias to action with an analytical approach to decisioning your stock as an executive will surely rise.
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