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But decision making isn’t just about making the right call; it’s also about leaders’ ability to bring people with them, and the skills required to handle the fallout if a decision turns out to be wrong.


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“It's about making sure that the nature of the question is clear,
having the right information, discussing the issue with the right people, and knowing what the timeframe is.”


Professor Vikas Shah, a lecturer at MIT and Alliance Manchester Business School, says that getting “buy-in” from staff on decisions is important. “Even if I feel that I know what the decision is, I want
the team to have buy-in on it and feel a sense of accountability for it,” he says. “If everyone's on board, things stand a better chance of succeeding.”


There are many different strategies and approaches to decision making. However, experts agree that remaining well informed and discussing issues with key advisors and partners are both par for the course.




Dr Shaw suggests that, sometimes, it’s fine to kick a few ideas around, brainstorm and allow spontaneous suggestions (which she calls “divergent thinking”). But, she adds, this strategy is best combined with “convergent thinking” – a logical, considered approach.


"Divergent thinking is about insight and enables abstract thought.
It can be spontaneous, enables elaboration of original ideas, and uses curiosity and imagination. “Convergent thinking is more logical: bringing ideas together, recognising patterns and considering facts and knowledge,” she explains.


But a winning process is to allow time for divergent thinking, then to switch to convergent thinking, says Dr Shaw.


Decision making can be stressful and business leaders should not pretend otherwise, says Prof Shah. However, leaders sometimes put pressure on themselves and rush to make a decision. “We aren't fighter pilots or surgeons; we don't have to make split-second, life-or-death decisions,” he says.


"It’s rare that decisions have to be made in the spur of the moment.”


However, if a decision does turn out to be the wrong one, all the experts agree that the best approach is to admit it and seek to remedy the situation. Prof Nelson says: "Admitting that a mistake was made and quickly taking things in a new direction is a sign of a mature leader.”