In a recent post entitled The Difference Between Commitment and Technique, marketing guru Seth Godin observed, “Most people don’t want to commit until after they’ve discovered they’re good at something.” In a broader sense, the same thing is true about decision making. Ask any good decision maker and they’ll tell you they got there though a series of trial-and-error experiences.
If you’re reading this, chances are you’re already a good decision maker, maybe a great one. But how do we get those around us to commit to taking action when the outcome is not a sure thing? The key is understanding calculated risk. When apprehensive about making a decision, smart decision makers ask themselves, “What are the chances?”
Last week, our 20-year-old daughter texted us from Barcelona, Spain to say she was going bungee jumping the next day. You can imagine my first reaction. But then I thought, “I skydive. That’s reputedly five times as safe as flying on commercial flight which is reputedly five times a safe as driving around town. Chances are, this will be the only time she will ever jump off a bridge tethered to a big rubber band. So the possibility of her getting hurt is probably a factor of five less than her skydiving. I can live with that.” (The photos she sent us the next day were great.)
If you’re having trouble getting those around you to make decisions on their own, share this reasoning and then compel them to follow it. That means enforcing the expectation that they will think for themselves and refusing to help when you know they are capable. If they protest, ask them a simple question: “Have you ever grown without discomfort?” If that doesn’t work, they’re probably not long for your organization.