Wie können Sie als Führungskraft die Auswirkungen Ihrer Entscheidungen bewerten?

Defining success criteria is paramount. For instance, in a project where we faced conflicting stakeholder priorities, we established a clear vision aligned with our core values and strategic objectives. This served as a compass for decision-making, ensuring that each choice advanced our mission while balancing the interests of customers, employees, and partners. Transparent communication of these criteria was crucial for team alignment and stakeholder buy-in, ultimately leading to a successful project delivery that met our $5 million target.

A way I like to think about the relationship between Mission, Vision, and Values- Vision is the future you're hoping to create. Mission is how your organization is specifically helping build that future. Values are the commitments your org makes for how you will conduct yourselves in pursuit of those goals. With that in mind, you have a great evaluative framework for if your decisions are moving the org closer to or further from those goals and if they align with your values. If you'd like to evaluate your decisions more granularly, I suggest creating an Expected Impact Statement before committing to your decision. Some items can include- - Financial impacts - Purpose (Mission & Vision) impacts - Culture impacts - Community impacts

In my experience, before making decisions, ensure that there are clear, measurable goals and objectives. These serve as benchmarks for evaluating the impact later. I also Identify relevant KPIs that align with the goals. These indicators should measure the outcomes of decisions on various aspects like productivity, employee engagement, customer satisfaction, and financial performance.

Its always good to define the purpose and then accordingly your vision and mission. Your decisions are generally based on your vision and evaluate how you are meeting the parameters of achieving your purpose or goal . Set up parameters , scale of achievements to make it tangible and measurable to evaluate the impact of your decisions

Primeiramente, definir os critérios de avaliação... Uma vez definido os critérios de avaliação, devemos definir a metodologia utilizada. Os critérios e metodologia devem estar alinhados com os objetivos iniciais.

Do people around you fell psychologically safe and do they grow interacting with you ? As Leadership is not a position but a skill, it emerge anytime, anywhere and leaders can see it and make it grow. Some others would kill it as a threat. There is one indicator i use most i call: stress-energy. After you met an employee or someone your in business with, do they fell more stress and less energy or less stress and more energy. Then, with regard to leadership, you know where you are.

Having clear goals is the beginning - and the cornerstone - of understanding how much impact you had as a leader. The second component is for you to take an honest look how much of the goal achievement was really up to you. Having impact means that you are the cause in the matter. Anything short of that, and you probably weren't the one with the most impact. Nothing wrong with that. It just means that next time you need to ask yourself: "Who am I in this matter?" If you decide to be a cause in the matter, you need to take a stance and do whatever it takes to make the outcome happen (within legal and ethical limits, of course). Stepping into that level of accountability shows the impact you have, and it makes you grow as a leader.

Before you can evaluate your decisions, you need measurable goals or objectives that you aimed to achieve with your decision. Solicit feedback from a variety of stakeholders, including team members, peers, and superiors. This can give you insights into how your decisions are perceived and their effectiveness. Compare the actual results of your decision against the intended objectives. Use key performance indicators (KPIs) and other metrics to quantify outcomes. Evaluate the decision-making process itself. Was it inclusive, well-informed, and timely? How did the process affect Some decisions have long-term impacts. Keep an eye on how they play out over an extended period to get a full picture of their effectiveness.

When defining the criteria, remember that it's not a one step process. You must align with your overall goals - what are the broader objectives. Also identify the key stakeholder and set criteria that are specific, measurable and actionable. If you have multiple criteria, decide beforehand how you will set the priority of one over the other.

I feel that this step is only focusing on the external criteria, but as a leader you need to develop self-awareness criteria as well. This can be quite uncomfortable, which is why working with an executive coach can help you manage the emotional discomfort of introspection. For example, you may feel shame or regret when an outcome of a decision you made turned out to be suboptimal. How do you navigate these emotions? Do you tend to dwell on them longer than necessary? What is your relationship with failure? Often we don't fear failure, but the emotional embarrassment that comes with failure. Especially as an executive, perception of others is important to you. These are uncomfortable questions, but important nonetheless.

Assess how rational was decision process.Whether identified key problem. Have you consider all options. How reliable and relevant is your data. Is your cost/ benefit/ impact analysis sound. Use both red hat and black hat thinking to see the negative and positive impact. At the time of evaluation revisit to your gut feeling ( intuition) before the data was gathered. Is my evaluation process sound.?What are the learnings and outcomes?What can be improved, avoided or continued? What value did it add to the stakeholders? If not a positive outcome, how easy it’s to roll out. What would be the impact of it on the business outcomes. Starting with goals reached , objectives met , input and output okay, desired outcomes and organisation impact.

Leadership is not just about titles, its everyday decisions, how are you as leader making those decisions based on multiple perspectives and outcomes. are you doing SWOT of the team, cost benefit analysis and how open are you for feedback

I've think that robust decision-making hinges on a blend of qualitative and quantitative analysis. Leveraging data, stakeholder feedback, and a thorough risk assessment is crucial. However, it's equally important to recognize and mitigate cognitive biases. For instance, confirmation bias can lead us to favor information that supports our preconceptions, potentially skewing the decision-making process. By fostering a culture of critical thinking and encouraging diverse perspectives, I've been able to navigate complex decisions, ensuring they align with strategic objectives and deliver value to the organization.

Here's a concise summary of a decision-making process Information Gathering: Collecting relevant data, information, and feedback from various sources. Data Analysis and Interpretation: Analyzing and interpreting the gathered information to form insights. Validation: Cross-checking and validating information through multiple sources or empirical evidence. Involving Other: Engaging stakeholders and team members for diverse perspectives and expertise. Managing Conflicts: Facilitating open dialogue to address disagreements and incorporating constructive feedback. Uncertainty: Assessing potential risks & uncertainties & developing contingency plans. Biases, Emotions, & Stress: Being aware of and mitigating personal biases and emotional responses

Baseado em sua metodologia, há que se avaliar o processo de tomada de decisão e o resultado que isso pode gerar a cerca do que se espera do processo em questão.

Understanding your decision-making styles is indeed essential to understand the impact of your decisions, and how you can make an even bigger impact. For example, if we use emotional intelligence, people who tend to have low levels of problem-solving skills, are likely to allow their emotions to cloud their judgement. Leading to higher risk of conflict in collaborations and suboptimal solutions. People who tend to have too high levels of problem skills may be overly logical and rational, missing the need to connect with people in order to resonate with both their mind and heart. People will forget what you know or what you said, but they will always remember how you made them feel. That's an important pillar of your impact.

Assessing your process involves reflecting on the steps you took to make a decision and identifying areas for improvement. It's about ensuring that your decision-making approach was thorough, unbiased, and aligned with your defined criteria. You should ask yourself questions such as: Did you collect relevant data and information from diverse sources? Did you involve key stakeholders in the information gathering process? Did you use any decision-making frameworks or tools to aid your evaluation? Was your decision based on logic and evidence, or were you swayed by emotions or personal preferences?

Reveja o processo decisório regularmente. Pergunte-se se foi inclusivo, informado e alinhado aos objetivos. Ajuste conforme necessário. 🤔

Monitoring outcomes is essential in executive coaching, as it aligns with the continuous improvement cycle and ensures that decisions lead to desired results. In my experience, particularly with IT projects, tracking outcomes against initial goals has been critical. Using project methodologies, I've learned the importance of setting measurable criteria for success and regularly reviewing project deliverables against these benchmarks. Celebrating successes reinforces team morale while addressing failures promptly helps to refine strategies and processes. This approach not only demonstrates accountability but also strengthens credibility with stakeholders, by showing a commitment to delivering value and achieving strategic objectives.

Avaliar o impacto das decisões enquanto líder passa essencialmente por monitorar os resultados dessas ações. Observar os efeitos a curto e longo prazo nos oferece uma visão clara sobre como nossas escolhas afetam a organização, a equipe e a nós mesmos. É crucial estabelecer métricas de acompanhamento alinhadas aos objetivos iniciais, celebrando as vitórias e aprendendo com os revezes que acontecem no meio do caminho. Ajustar planos e estratégias conforme os feedbacks recebidos não só eleva nossa responsabilidade e credibilidade, como também aprimora nosso desempenho. Este processo contínuo de avaliação e adaptação é fundamental para uma liderança e um desenvolvimento organizacional sustentável.

This also includes Regularly schedule reflection sessions to assess the outcomes of decisions. Reflect on what went well, what didn’t, and why. Consider both quantitative results and qualitative feedback.

Os resultados basicamente são informações que nos dá a base necessária para saber se a expectativa inicial foi cumprida e, se não foi, o que deve ser feito a cerca disso.

For this, there's a classic thumb rule - if 3 out of 10 people in the room are in "disagree but commit" mode, then it's the best decision! Pleasing everyone usually leads to an average decision.

In servant leadership,the leader focuses on the needs of the team. They listen 👂 actively to their input and empower them to make decisions. When team members feel heard,valued,and includes in decision making,they become engaged, motivated,and committed to team's goals

Let's break this into simple, actionable steps: Define your metrics Set up a tracking system Establish a monitoring schedule Consider different data sources Look for leading and lagging indicators Adjust where needed!

Monitore seus resultados: Acompanhe os resultados de suas decisões. Use dados para analisar o sucesso e identificar áreas para melhoria. 📊

This also needs to include to adapt your approach based on what you learn from the impact assessment. Continuous learning and flexibility are key to effective leadership.

Some things to keep in mind when you are seeking and receiving feedback- - The language you use to solicit feedback will massively impact the quality of feedback you receive. Instead of asking a question like, "Is there anything I could've done better?" which allows a "No" response, instead ask something like, "What could I have done better?" which implies that I know I need to improve and need you to name a specific area. - The way you respond to feedback now determines peoples' willingness to give it to you in the future. If you get angry/defensive or make excuses each time you receive constructive feedback, people will feel less safe giving you much-needed feedback in the future. Make sure you're modeling how to receive feedback well!

You could employ "feedforward" by simply asking: "How can I improve my decision-making?" Ask for input from colleagues you work with, listen to their suggestions, and thank them. Asking 10 colleagues for 1-2 ideas each will give you 10-20 suggestions. Choose the best for implementation.

To be able to get honest feedback, which is the most important measure of impact, you must make it safe for people to do so. And asking how the decisions are impacting all your stakeholders, not just your team. Being inclusive is an important piece here, clients, your board, business partners, and people you might disagree with.

As a leader, seeking feedback (Option 4) is paramount for evaluating decision impact. It provides valuable insights from various perspectives, helping refine strategies and outcomes. Feedback fosters accountability, fuels continuous improvement, and strengthens trust within the team. By actively soliciting feedback, leaders demonstrate humility and a commitment to growth, driving positive change and reinforcing a culture of excellence

This may feel uncomfortable too, especially if you are low on emotional self-awareness. Some feedback may trigger you, and you won't understand why you feel this emotional discomfort and are likely to become defensive and project the discomfort towards your external environment. Instead, if you master emotional self-regulation and looking at feedback as different points of view to help you create a bigger impact - than you won't internalize the feedback as much. Instead you will see it as a necessary data to help with your decision-making process.

Solicite feedback de sua equipe e stakeholders. Isso oferece perspectivas diferentes e ajuda a entender o impacto de suas ações. 🗣️

To evaluate the impact of your decisions as a leader, prioritize seeking feedback from stakeholders. Feedback provides valuable insights into how your decisions are perceived and their real-world effects. Actively solicit input from team members, colleagues, and other relevant parties to understand different perspectives and identify areas for improvement. By embracing feedback, you demonstrate humility and a commitment to continuous growth, fostering a culture of openness and accountability within your organization. Incorporating feedback into your decision-making process enhances effectiveness and promotes positive outcomes, driving sustainable success in leadership.

The After-Action Review (AAR) is a good way of reflection: a) What did you set out to do? b) What actually happened? c) What did you learn? d) What will you change? Keep your reflection to not mroe than 1 page.

It can be quite daunting to analyze one's own learnings, that's why a structured framework like the STAR method (Situation, Task, Action, Result) can guide your reflection and ensure you consider key aspects. Alternatively, adopt reflective prompts focusing on specific areas like decision-making, communication, or stakeholder engagement. You can also use methods such as journaling and sharing with a trusted advisor to add more diversity to your approach to your reflection.

Reflita sobre seu aprendizado: Reserve um tempo para refletir sobre o que aprendeu com cada decisão. Isso fortalece sua capacidade de liderança. 💡

Good leaders are excellent decision-makers. It’s a skill, not a gift. Great decision making comes from earned confidence, broad capability, and deep resilience – and these skills are made, not born. Leaders hone these attributes through both experience and development. If you’re not investing in their ongoing development, you’re only benefiting from a fraction of their full decision-making potential. Coaching ensures that your leaders are prepared for increasingly complex or unexpected decisions coming their way and provides an effective way to reflect on and evaluate those decisions. Your current and future leaders are your biggest asset. Don’t leave their potential on the shelf.

It's an extraordinary way of evaluating impact of your decisions. A coach will not only challenge your beliefs, professional upbringing buf also help you detach from emotions and connect to actual reality in the current situation. This approach give your confidence in taking the right decisions.

Engaging a coach offers a unique perspective in evaluating the ripple effects of your leadership decisions. It’s not just about the immediate outcomes but understanding the deeper impact these decisions have on your vision, values, and the collective goals of your team. A coach helps you peel back the layers to define what 'impact' truly means to you, aligning your actions with your core objectives. For instance, when faced with a strategic decision, a coach can guide you through a reflective process to assess not only the potential business outcomes but also the effects on team morale and individual growth.

Evaluate the decision-making process itself. Was it inclusive, well-informed, and timely? How did the process affect Some decisions have long-term impacts. Keep an eye on how they play out over an extended period to get a full picture of their effectiveness. Consider how your decisions affect the team's morale and the overall organizational culture. Are they aligned with the company’s values? Identify any positive or negative side effects that weren't anticipated when the decision was made. If applicable, review financial reports to see how the decision has affected the organization's economic health. Did the decision lead to improvements in efficiency or productivity within the team or organization?

The aim is to create a continuous loop of action, evaluation, learning, and improvement. This not only helps in assessing the impact of decisions but also contributes to the leader’s growth and the organization’s success.

Impact when? There is the immediate impact which is the most visible, most tangible. But what about the impact 1 year down the line, 5 years, 10 years, 50 years down the line. Kind of like the butterfly effect based on time rather than geography...

Every decision leaves its mark, on the organization, on your team and on you. The measure of your effectiveness as a leader is how well you are able to create the environment for effective decisions by those whom you lead. It will get to the point where more decisions of im[port are being made by them than by you.