Zircon.

The ability to make swift and confident decisions isn't just a skill; it's a defining quality that distinguishes exceptional leaders. Remarkably, decisive individuals are twelve times more likely to be acknowledged as effective CEOs, a correlation highlighted by the Harvard Business Review. While confident decision-making may pose challenges for many, for great leaders, it is often what has forged the path to success in their careers.

 In this article we explore the decision-making approaches of 5 leaders from diverse industries and functions in the UK, all grappling with choices that significantly impact the lives of many on a daily basis.  Having worked closely with each of the leaders interviewed, Dr Amanda Potter CPsychol defines how each of the leader’s unique decision styles adds value to their organisation.

Whether it's the CEO of Eversholt Rail pioneering innovative rail products for the UK market or the Detective Superintendent of the Met Police navigating decisions with life-or-death implications, the interviewed decision-makers are all working to disrupt and deliver impactful change for their organisations.

Catherine: My decision style depends on the nature of the decision. For urgent decisions, I’ll try to be as responsive and decisive as possible based on the information available to me at the time; applying an 80/20 approach if necessary. Other decisions need more deliberation, debate and a broad range of inputs to get to the right answer. When decisions are less time pressured, I try to canvas views while checking my own thinking and biases. Ultimately, I recognise the decision needs to be taken and that my indecision can impact the team’s clarity and morale. Difficult decisions need to be made how uncomfortable that might be.

When I had to step into my first main leadership role after my boss retired, I suffered from impostor syndrome. I was worried I might not be able to deliver the role at all, let alone in the way he had – but then I realised that I could bring something new and positive to the position and shape the role how I saw best.

Our business is predicated on the needs of our clients – so in a professional context, my decision style will always be influenced by what we objectively believe to be in our clients’ best interests.? More broadly than that, I try to stay objective, focused on the facts, keeping my emotions in check, and do what I believe to be right – for our business and all stakeholders.

No decision is almost invariably worse than an imperfect decision – so I would most regret a sense that I had avoided a difficult decision, rather than taking one in good faith which might not have worked out, but from which I could learn.

Graham: I employ an 80/20 decision-making approach, acting when 80% of information is available, assuming an 80% success rate outweighs potential errors. Exceptions arise for high-stakes decisions with significant risks for clients or regulatory risks.

Career-wise, my decision to take on challenges and fix what is ‘broken’, the 'poison chalice' situations have proved most rewarding. I have always worked on the philosophy that you can’t make those situations any worse. The only way is up and therefore the reward for the risk can be very high.

Ordinarily I make data driven decisions; following a relentless search for facts that people can coalesce around and agree. The first point of making a decision is to recognise why one needs to be made!

 In terms of ‘people’ decisions this is often supported by a heavy spoonful of soft data that is more difficult to measure scientifically. What is harder to quantify is the softer side around motivation, drive, tenacity, resilience, positive mental attitude, appetite for change/ the journey.

Decisions are by definition forks in the road, someone might have the skills to take the path we need to go on, but do they actually want to travel that road? That’s more important.

The decisions I regret are always the slow ones. If the decision was right then I wish I had made it quicker, if it was wrong then I wish I had been able to rule that path out quicker. Slow decisions tend to lead to over thinking and over engineering. This creates uncertainty within organisations and teams and generally makes life harder for everyone who is trying to get stuff done.

Helen: I embrace an agile approach when it comes to decision making. My gut instinct is important (particularly if an urgent decision is needed), but I need the bones, I’ll consider the evidence and facts before me and seek views from colleagues who have a different perspective to help expose bias in my thinking.

I take ownership but consider myself a balanced agile decision-maker.

My most impactful career decision was to accept a job I really wanted but nearly declined because it required me to drive which I hated.  It was a (sometimes terrifying!) lesson in what can be achieved if you don’t let fear and self-doubt rule your decision making.   My decisions prioritise what's right for the business and for the people I’m responsible for, emphasising courage over hesitation.

My most significant decision was embracing both ambition and a desire for a family as a junior lawyer. I was initially swayed by a scarcity mindset but I chose to ignore the “you can’t have it all” message and opt for joy instead. This shift from hesitancy to excitement, focusing on my path not the path of others, defines my current mindset. I only wish I had embraced it earlier.

Mary: When I make decisions, I go with my gut. I’m usually very decisive but if for some reason I am unable to make a decision I will leave it and let it knit and usually find by the next morning it is clear what it should be.

The decision I made that had the most impact on my career was to accept a role where I knew I was out of my depth. I accepted on the basis that my limitations were clearly understood and the fact that I was happy to do this seemed to reassure the panel that they were in safe hands.

My decisions tend to be influenced most by how they will impact on the people I have responsibility for.

Generally, I have regretted decisions where I have gone against my gut to appease others thinking that I will work around the consequences. In hindsight, it’s never a good idea.

Vanessa: In policing, decisions can be life or death, so they are never taken lightly. Because any decision at any level can have a far-reaching impact, police are trained early in their careers in the National Decision Making Model which has a Code of Ethics at its core. First, we gather all of the facts and evidence, assess the risk and develop a working strategy, consider powers and policy, identify options and contingencies and finally take action. Afterwards, we take time to review and learn.

The best decision I ever made was to move to the Met. I was with my previous police force for over 20 years, and I was ready to experience different things. The Met is facing many challenges at the moment but there is a culture of improvement and I feel it’s my duty to be part of the change.

When I took the BeTalent questionnaire I was surprised to find out my number one strength is fairness. I didn’t think it sounded very strong but it’s absolutely critical because we keep the code of ethics at the centre of what we do. We have to make the right decision and it may not be right for everyone and it’s often not the easiest option. By following the code of ethics and using our moral compass, we can make the best decision possible.

I have regrets about decisions I have made when I haven’t had the knowledge I’ve needed to ensure the best outcome for everyone involved. I want to protect people but there have been scenarios that I would have acted upon differently if I had the knowledge learned during the incident.

We would like to thank Catherine, Graham, Helen, Mary and Vanessa for their insights.

Their summaries of HOW they make decisions and their interpretation of the IMPACT these decisions have on success gives us great insight into the variety of approaches that leaders take in order to drive success across such different industries and disciplines.

There is no right decision style, but understanding your approach is the best way to move towards making the most effective decisions; as William Blake once said, “Hindsight is a wonderful thing, but foresight is better”.

If you would like to learn more about how you can improve your decision making and some of our research around the topic, tune into episode 50 of the CPO podcast: “The Value of Diversity in Decision Making”.

For those who would like to help others understand their decision making styles and enable more deliberate and considered decision making, we regularly offer accreditation sessions and can deliver workshops for your organisation. Have a look at our BeTalent Decisions Styles questionnaire to get started.