Decisions Are Made By Those Who Have The Power to Make That Decision; Make Peace With That!
I meet a lot of people every day who complain about some mega executives who made the stupidest decision that didn’t benefit the team or the organization. The reasoning could be, the decision wasn’t logical and didn’t look at all perspectives, the decision wasn’t data-driven or the decision didn’t take into consideration the well-being and the morale of the employees working within said organization.
Have you read a history book in your life? What were some of the decisions made and how did that work out?
Here are some examples of bad decisions made:
When Japan miscalculated the consequences of starting a war with the United States in 1941: the Japanese hoped for a short war, a few stunning early victories at the outset to bloody the American giant’s nose, and let it know that Japan was serious. We all know how that ended.
When the titanic sank, killing more than 1,500 passengers and crew: multiple bad decisions were made that collectively sent the Titanic to its tragic end in April 1912. For example, there were only 16 lifeboats, enough for only about one-third to one-half of the passengers on board, and crew members weren’t prepared with binoculars or proper lighting. Additionally, the Titanic was untested. Sure, they’d reviewed the ship’s equipment, but it was never test driven; it was unproven.
This is probably my favorite example: cigarettes were once ‘physician’ tested and approved. Tobacco companies capitalized on the public’s trust of physicians in the 1930s in order to quell concerns about the dangers of smoking. Thus was born the use of physicians in cigarette advertisements!
The point that I am trying to get across is that you shouldn’t get attached to the outcome of a decision made by other people. All you can do is to try to sell your boss, your co-workers or upper management the idea or the solution. You must have a clear understanding of what your boss or the organization is trying to achieve and why. This will help you establish a clear “line of sight” between your initiative-taking goals and your team’s and organization’s goals.
Remember: a good story engages the listener with something worth listening to. Make your message relevant and interesting to your management, and the probability of your ideas being heard will rise dramatically.
At the end of the day, all decisions are made by the people who have the power to make that decision, make peace with that and you will have peace of mind, I promise you!
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