Leadership and Decision Making

A rudimentary part of leadership is the ability to make decisions. Effective decision making leads to effective leadership. The word "decision" comes from the Latin word "decido". It has two meanings. It can mean "to decide" and also "to fall off". Hence plants are called deciduous if their leaves fall off in autumn. The expression "Take the plunge" is suggestive of both meanings. Making decisions always carries an element of risk and there are critical moments when it can be difficult, perplexing and even nerve wracking. The following are important to the decision making-process Determine the purpose of the decision.

Before a decision is made the leader must orient him or herself to the context of the organisation. This requires questions like:

• Why are we doing what we are doing?
• How does this decision fit into our organisation's values?
• Why arte we considering this decision now?
• How is the decision in line with our mission?

Ensure alignment. The decision must be aligned with the organisation's purpose for being. The purpose must be consistent with the organisation's values.

Gather facts. Context shapes the decision making process. However, context very much depends on perspective. The perspective of a board member, CEO and volunteer will all differ markedly. It is the leader's responsibility to ascertain the facts. A leader can do this by relying on data from trusted sources and by personal observation.

Solicit opinions. Good leaders let others speak first. By putting in the first word a leader, by virtue of their poison, may inhibit others from speaking out. Invite ideas but do not stifle creative suggestions by voicing your opinion or idea first.

Make the decision. Leaders are responsible for making the big decisions that affect organisational health.

Abide by the consequences. All decisions have consequences and leaders have to be able to "rally the troops" around the decision and make it work to the benefit of all involved.

Six Leadership Traits

The following are the leadership attributes or behaviours that support a chief executive officer or board member who is committed to ensuring a learning organisation:

• A desire to learn. This requires open acknowledgement that they are constantly learning. It requires the adoption of the attitude that there is something to learn from every situation and person.
• An open and curious mind. They are open to new perspectives and points of view on issues and actively seek out people and ideas which are different from their own.
• Humility. They have the ability to see themselves in action and to acknowledge their mistakes. Their ego does not get in the way of their learning.
• Learning is public. They invite feedback about their performance and are proactive in having people observe them.
• Risk is tolerated. They are tolerant of mistakes as long as there is a commitment to learning.
• Walk the talk. They personally champion and drive executive and leadership development efforts and ensure the resources for it are adequate.