In “Think Again: Why Good Leaders Make Bad Decisions and How to Keep it from Happening to you” authors Sydney, Jo, and Andrew believes that there are commonly advantageous processes of the human brain that can become traps when leaders are faced with big decisions. They assume that this is main reason as to why experienced and smart leaders make flawed decisions. The authors’ deliberation decisions made all over the universe and studied those that were unreliable at their beginning. Their admonitions for making decisions will enable leaders to avoid some common errors. They support the idea that leaders must understand that their role is to serve others, because they are the organizers, who are meant to equip their workers with the tools and information they need to complete their tasks competently and at the mandated time.
Another important idea discussed by the authors is that leaders who lack psychological toughness does what comes logically to them, and what is easy and popular, instead of what is required, and what is difficult and unpopular. They support this idea by noting that poorly developed psychological toughness abilities can make leaders embrace the luxury of accustomed, but inconsistent acts instead of taking the risks of doing new things that are essentially needed. This book offers an understanding on why leaders make bad decisions, while most of them are confident in their ability to make decisions. Often people deceive themselves, and according to the authors, this “pattern recognition” leads most of them astray thinking that they recognize a kind of situation when in reality, they don’t. They go ahead to assume that “emotional tagging”, hinders them from being unbiased and coherent about information.
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The authors say that there are various things leaders can do to guard this. Firstly, decision-makers should be given new information and experiences to lessen the risk of failure. Secondly, they assume that the usual outlooks in group discussions ought to be challenged and tested. Thirdly, leaders ought to make better business governance to make sure decisions are verified. Finally, they should keep better records of ongoing decisions. Efficient decision-makers gives time for uncertain processing, allowing for amazing moments. Leaders who yearn for rapid decision-making frequently miss more creative and optimal results that involve vigorous cross-check. This is because when they make decisions that do not align with their values; they tend to make bad decisions.
By thinking about the possible and inevitable points of failure in my business, I train my group to predict them. I allow my front lines to take care of the clients, or know when to escalate to organization. It is crucial that the staff son my company understand the expected points of failure and how to deal with the demanding conditions. In my corporation, there is a publication of the “Customer Bill of Rights” and guidelines for reviewing challenging client conditions. Their objective is to openly show how our clients will be treated and to make sure the staffs know they are authorized to inhibit a situation from worsening. The occurrence itself is actually not the problem. The problem is the level and quality of the business’s reaction that describes the kind of person I am to both my clients and workers.
Personality definitely plays a major role in the effectiveness of leadership. Those with responsibilities often forget that they are there to support their teams and not to seek control to ensure that the teams benefit from their leadership. However, I strongly agree with the fact that an effective decision-maker understands the level of involvement for including others (Steve, 2016).
If you have the determination and the desire, you can become an effective leader. In human behavior, people tend to do what they are rewarded for, but as a leader, I am required to know what my job entails and have a solid understanding with my workers’ task. I encourage my workers to try to have higher performance criterions and to have more confidence in their skills to meet demanding goals (Sydney, Jo & Andrew, 2008).
References
Steve, A. (2016). Lessons in Leadership . Chicago: Rutgers University Press. Print
Sydney, F., Jo, W. &Andrew, C. (2008). Think Again: Why Good Leaders Make Bad Decisions
and How to Keep it from Happening to you. New York: Harvard Business Press. Print
