This simple framework can help.
Most of us want to turn and run from these kinds of decisions. Leaps of faith make great scenes in a movie, but in real life they fill us with stress and uncertainty, two emotions that are not comfortable for the human brain. In fact,, our brain actively strives to reduce uncertainty about future outcomes in order to escape those feelings of discomfort and stress.
If uncertainty makes us so uneasy, why do so many of us look back fondly on bold decisions? And how can we become more comfortable making them? Rhianna, the CEO of an international travel company, was facing a tough call: Should she update and reorganize her board of directors — the entity she reports to and the group that could fire her? She’d inherited the current board from her predecessor, and they had been a great team when she was just getting started and needed a supportive care-taker board.
Looking back, Rhianna reviewed the steps she had taken prior to making each decision. In the case of the senior team manager, she had heard hints of problems and suspected they stemmed from this person’s leadership. But she knew she needed to test her assumptions against evidence, so she conducted a financial review of the manager’s unit and spoke with key lieutenants about their oversight.
Rhianna noticed that in making the prior two decisions, she reached out to people with specialized knowledge. She also realized that she had spent time imagining the possibilities of what the organization would look like after her bold decisions were made. For example, she envisioned how making the change on her senior leadership team might introduce some short-term volatility, but in the long term, it would demonstrate her commitment to improving the organization’s culture.
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