Failing to make tough decisions

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December 10, 2015- ISSN# 1545-2646



Failing to make tough decisions

We have all been there, multiple dynamics weighing in on a topic and not being able to advance because each choice has its own set of results.

Most recently I have seen this taking place where dealing with employee situations are at hand. Due to the challenges of attracting, recruiting, hiring, developing and retaining employees, leaders are dealing with decisions which under better circumstances would be  straight forward but today they are balancing OK vs. poor or even worse.

You might think that the leaders are changing their employment standards.  Lowering them to accommodate a situation with the hopes of fixing it later when the employment environment changes.  In some cases the answer is yes.  In other cases it is absolutely.

The challenge is – delaying on making tough decisions does not eliminate having to make them.  You make one weakened decision with hopes that the circumstances will change opening up new options to correct previously poor decisions.

The real sad thing about this as that it is pretty rare that time moves exactly in the direction or your plan.  Typically by the perceived time to correct this past decision, there are multiple other factors which at the prior time were not part of the equation.

I’m not advocating making decisions on a whim or guess.  What I am putting out there for consideration is that tough decision MUST be made and there is always risk associated with making it now or not making it now.  You need to evaluate the size of the risk and impact of the risk in order to have some additional insights into the level of toughness in a particular decision.

One example is holding onto an underperforming employee because you justify it as having a pair of hands is better than not having a pair of hands.  Unfortunately the justification quickly falls apart when those underperforming pair of hands continues to make more make up work that doubles your efforts and in most cases at little to no reimbursement in the marketplace.  

This week, take a look at some of the pending decisions you have been delaying on moving into action.  Evaluate the risk associated with each and prioritize your decisions.  Then move forward by taking the highest priority decision and put your plan in motion.

Having difficulty prioritizing your decisions and the associated risk? Give us a call (313) 527-7945 at JKL Associates and we will help you bring your decisions into alignment.

Questions or comments – email us at or call our Office at (313) 527-7945

Copyright – JKL Associates 2015

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JKL Associates
18530 Mack Ave #242
Grosse Pointe Farms MI 48236

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