The Attributes of an Empowered Employee

Every day, each employee you supervise makes hundred decisions to order to resolve problems and complete tasks. Most are routine and have been executed many times before. This repetition becomes the mastery that’s necessary to navigate the daily work. Then there are those unexpected obstacles that can disrupt your momentum. We all fear making a wrong decision at times, even though we pretty much knew what to react. Most of us possess the confidence move on to a successful solution.

Some people, however, struggle to adapt. Some of this apprehension can be attributed to a lack of confidence to solve problems and make decisions. So, how can you help these individuals develop this confidence? The effort comes down to one word — empower.

The best performers in any work environment exude confidence. They fully believe they are capable of dealing with whatever issue comes up. What does it mean to feel empowered? First, it’s the ability to discern. This means examining the elements of a situation, evaluating what needs to be accomplished and determining the necessary steps. The ability to discern evolves over time as the result of trial and error.

Second, feeling empowered is the ability to manage uncertainty. Uncertainty produces discomfort. Top performers become comfortable with being uncomfortable. Any significant decision involves some uncertainty.

Third, people who feel empowered possess the confidence to recover from what goes wrong. Some decisions don’t work out. Top performers accept that you don’t go through life making the perfect decision every time. When things go wrong, they take a step back, evaluate what happened, and come up with an alternative.

Fourth, empowerment is the confidence to act independently. The best decision-makers take the initiative without asking for permission. They examine the environment for what needs to be done. They think three and four steps ahead. Because of this, they are more likely to be rewarded with positive outcomes. They have a sense of perspective in situations that others may find overwhelming.

The element that connects all of these attributes is confidence. More of society is focusing on blame these days when something goes wrong. As a result, more people hesitate before making decisions They don’t want to suffer embarrassment if a decision goes wrong. In the process, they seek permission before acting, even if they are clear on what to do. This is especially true of those just entering workplace.  So, how can you help people feel empowered? Here are three tactics to try:

Begin by providing clear parameters – Each time you delegate a responsibility, ask the person to explain the instructions back to you. While they’ll get most of it right, you’ll probably find gaps in their understanding. Go back and review what they missed. Reinforce the concept with a bit of practical application. This encourages them to ask questions. Remember, asking “What questions do you have?” is more effective than asking, “Do you have any questions?” Asking “what” lets them know that questions are expected.

Provide the authority – Sometimes, we delegate responsibility and just assume the person understands the parameters about spending money, making exceptions and so forth. Then we become frustrated when they ask lots of questions. Instead, express authority using these three steps:

  • First, explain that they may feel some uncertainty about making these decisions, at least initially. You might say something like, “You’re probably going to feel a little uncomfortable making these decisions at first. I know I did. But don’t worry, I’ve got your back.” This will ease their concern.
  • Second, provide examples of the decisions where they may hesitate. Show them the process for resolving them. If you have worked this job in the past, make a list of the typical decisions you made and explain how you made them. Create a matrix or cheat sheet they can consult when they’re working independently.
  • Third, step back and watch what happens. It is a natural urge to jump in when you see someone about to make a mistake. Resist that temptation. If they begin to believe that someone will save them every time something is about to go wrong, they will become fearful of acting or become careless.

Reinforce the process – Rehearsing and reinforcement are critical. Some people will embrace these principles right away. Others will take more time. This is generally more about emotion than intellect. In other words, they understand what they’re supposed to do, but uncertainty is holding them back. How do you get them to do this? Try these tactics:

  • Tell them that you understand their apprehension. Everybody’s been there. Reinforce that you’ve got their back. If something goes wrong, you’ll work together with them to resolve the situation.
  • Work with them on each of the processes they need to master. A good way to do this is by posing situations and case studies, based on their experiences and your experiences.
  • Observe as they start to implement. Check in periodically, but be careful not to make the decision. It is a good sign when they start pushing you away, because they have built the confidence to act on their own.

When the people around you feel empowered, they will make smarter decisions and feel inspired to work confidently and independently.

 

The Attributes of an Empowered Employee

On any given day, each person you supervise makes more than a hundred decisions to resolve problems and complete projects. Most are routine and have been executed many times before. This repetition evolves into the mastery necessary to navigate the daily workload. But then there are those unexpected challenges that can disrupt momentum in a heartbeat. We have all experienced the fear of making the wrong decision, even though we pretty much knew what to say or do. Most of us possess the confidence move past this initial apprehension and navigate to a successful solution.

Some, however, struggle to adapt. Much of this apprehension can be attributed to a lack of confidence in their ability to solve problems and make decisions, especially in the stress of the moment. So, how can you help these individuals develop more confidence in their daily decisions? The effort comes down to a simple word – empower. toyota research paper sandel what money shouldnt buy essay real estate thesis follow site cialis pill wiki 10 page essay topics follow site buy herbal viagra viagra how to write a contextual analysis essay internship essay sample levitra hobart https://bonusfamilies.com/lecture/how-to-write-good-acoustic-songs/21/ how does viagra last short essay friendship day https://campuschildcare-old.wm.edu/thinking/how-to-write-a-essay-steps/10/ rtu dissertation guidelines natural viagra ultra long cialis market segmentation sex viagra wiki follow url https://recyclesmartma.org/physician/traitement-levitra/91/ nutrition paper Buy Keflex Cephalexin 500mg Generic viagra professional mexican pharmacy click here dissertation critique dfinition get live homework help summer reading essays https://earthwiseradio.org/editing/compare-and-contrast-essay-block-format/8/ https://dsaj.org/buyingmg/does-adderall-show-up-same-as-strattera/200/ enter site order of essay components  

Top performers in any work environment exude confidence. They believe they are fully capable of dealing with whatever issue confronts them. In order other words. They feel empowered. So, what does it mean to feel empowered? First, it’s the ability to discern. In the workplace, this means being able to examine the elements of a situation, evaluate what needs to be accomplished and determine the steps for doing so. You can share all the universal truths you want about how to solve problems, but the ability to discern evolves over time as the result of trial and error.

Second, feeling empowered is the ability to manage uncertainty. Uncertainty produces stress. Top performers become comfortable with being uncomfortable. Any significant decision involves some uncertainty.

Third, those who feel empowered possess the skills to recover from what goes wrong. Some decisions don’t work out, even if you’ve made a thoughtful choice. Top performers accept that you don’t go through life making the best decision every time. When things go wrong, they take a step back, evaluate what happened, and come up with a fix.

Fourth, empowerment is the confidence to act independently. Top performers take initiative without asking for permission. They scan the environment for what needs to be done. They are always thinking three and four steps ahead. Because of this, they are more likely to be rewarded with positive outcomes. They have a sense of control over situations others may find overwhelming.

The element that connects all of these attributes is confidence. More and more of society is focusing on blame when something goes wrong. As a result, many people hesitate before making decisions, not wanting to suffer embarrassment, or even humiliation if a decision goes wrong. For this reason, many seek permission before acting, even if they are clear on what to do. This is especially true of those just entering workplace.

How can you help people feel empowered? Try these three strategies:

Provide clear parameters – Each time you delegate a responsibility, ask the person to explain back to you what they heard. Chances are, you’ll find gaps in their understanding. People don’t generally get an entire concept the first time. Go back and re-explain what they missed. Then reinforce the concept through a bit of practical application. This will also encourage them to ask questions about other concerns they have. By the way, asking, “What questions do you have?” is more effective than asking, “Do you have any questions?” Asking “what” communicates that questions are expected.

Provide the authority – Many times, we delegate responsibility and assume the person understands the parameters about spending money, making exceptions and so on. Then we become frustrated when they ask endless questions. To be effective, express authority using these three steps:

  • First, explain to the person that they may feel some uncertainty about making these decisions initially. Say something like, “You may feel uncomfortable making these decisions at first. I know I did. But don’t worry, I’ve got your back.” This will ease their concern.
  • Second, provide examples of decisions where they may hesitate. Then show them the process for resolving them. If you have performed this job in the past, make a list of the typical decisions you made and explain how you made them. You might even create a matrix or cheat sheet they can consult when they’re on their own. Recognize, however, that those individuals who are overly reliant on “rules” may require more coaching than those possessing confidence in their ability to think things through.
  • Third, step back and watch what happens. It is human nature to jump in when you see someone making a mistake. Resist the temptation. If they begin to believe that you will “save their butt” every time something is about to go wrong, they will become afraid to act or become careless.

Reinforce the process – Rehearsal and reinforcement are critical. Some will embrace these principles right away. Others will remain uncomfortable embracing their new authority. This is generally more about emotion than intellect. In other words, they understand what they’re supposed to do, but uncertainty and fear of failure or blame is holding them back. How do you get them to do this? Try these tactics:

  • Explain that you understand their apprehension. We’ve all been there. Reinforce that you’ve got their back. If something goes wrong, you’ll work together with them to resolve the situation.
  • Work together on each of the processes they will need to master. This means posing situations and case studies, based on their and your past experiences.
  • Stay close as they begin to implement. Check in regularly, but be careful not to make the decisions for them. It’s a good sign when they start pushing you away, because they have developed the confidence to act on their own.

When those around you feel empowered, they make better decisions and feel inspired to work confidently and independently.

The Inextricable Link Between Pride and Outcome

Back in the 1970s, the leadership of railway equipment manufacturer, Budd Company, invited a select group of their assemblers to take an overnight ride on a train composed of the cars they had built. The leadership simply wanted to provide a bit of fun and recognition for those toiling in the factory. But then an interesting thing happened. Those aboard the train began to examine the “product” they had produced. They discovered missing rivets, windows that didn’t seal properly and other details that left them irritated that the work had not been done to their standards. All of it was within the company’s tolerances, but that wasn’t good enough for them.

Upon returning to the factory, they established new processes to ensure the railway cars they were producing were something they could be proud of every single time. I suspect Budd’s leadership had no idea this was going to happen. They just wanted to provide a reward for some hardworking souls. But there’s a universal truth illustrated here – there is an inextricable link between pride and quality of outcome.

Now, you may be thinking, “Of course there is. There’s nothing new here.” But how do people feel about it on your front line? How much pride do your people feel in the work they do? Chances are, the answer is all over the map. Some are totally invested. Others may be simply there for the paycheck. Then there are a bunch in the middle. If you directly supervise them, you probably know where along the continuum each person falls.

So, how do you build pride in those who don’t display a lot of interest or investment? Make it real. How? Here are a couple of examples:

Recognize little extra efforts – Many times, people toil away without being recognized for how well they’re performing. The key is to let them know that you know. Several years, I became acquainted with the general manager of a resort in the southwest. With 2500 people on his team it was impossible to know how everyone was contributing. Knowing this, he put the word out to his supervisors that when they saw someone doing something right, they should let him know via e-mail or a note to his office. Then once a week, he sat down to write complementary notes to the individuals identified. But he went a step further by mailing these notes to each person’s home. After all, a housekeeper who receives one of these notes while on the job will probably just stick it in her uniform and forget it. A handwritten note from the general manager that arrives at home gets posted on the refrigerator so the entire family can see it.

Share more customer feedback – Too often, customers wanting to share positive comments end up filling out a form on the company website these days. These kudos are then posted on behalf of the entire company. That’s fine, but what about the person the customer actually had contact with? If someone mentions a name, why not track that person down and share the feedback personally? Chances are, they weren’t even aware it was submitted.

You can also do this personally. When someone provides me with good service, I make a point of complimenting them, even if we’re on live chat. I’m not trying to make a big difference, just making the effort to brighten someone’s day. But while it might a little thing to me, it might be the best thing they’ve heard all week. Pride and outcome go hand-in-hand. What can you and your colleagues do to foster more of this connection?

Pre-Mortem: One of the Essentials to Effective Decision Making

“If we had only thought about that ahead of time!” Have you ever heard someone say that after a decision went wrong?  Too often, we confront a problem, figure out how to deal with it and then are surprised when the outcome isn’t what we planned. One of the secrets to making better decisions is to consider in advance how different possible solutions may play out.

In the 1980’s management researcher, Gary Klein, coined the term pre-mortem in an article written for the Harvard Business Review. Klein argued that when making a decision, it is important to pre-suppose what could happen as a result of acting in a particular way. As Klein put it, a premortem is “imagining that an event has already occurred.  This increases the ability to correctly identify reasons for future outcomes . . . a premortem is the hypothetical opposite of a postmortem.” In other words, the person or team asks, “What could go wrong?” when considering how to act. Those possibilities are then factored into the decision-making process.

As much as this technique was created as a part of management strategy, a premortem can be a helpful method for making any decision requiring a modicum of judgment. In our haste to cross items off our to-do lists these days, it is tempting to identify the problem, come up with possible solutions and act without taking time to consider the downstream impact on people or how they might react.

Years ago, I was a newly-hired counselor in a university career center. While I kept my office nice and tidy, the common area was a mess – half-used reams of copier paper, full wastebaskets, books and magazines piled all over, dirty coffee cups and dishes. You get the idea. I got so fed up that one weekend I came in and organized the entire area. I cleaned off desks, emptied trash cans, washed coffee cups and even painted a wall that was all marked up. I thought my colleagues would be pleased. Instead, they didn’t speak to me for a week! How dare I straightened up their mess without asking. The one thing I had failed to do was consider how they might react if I did them this “favor.” Chances are, you’ve made at least one mistake like this as well. Conducting a pre-mortem, whether it’s personal or team-based can help you avoid mistakes and heartburn like these.

Remember to take each of these scenarios out three or four steps and consider the possible outcomes. Then make a decision as how to proceed and develop strategies for the different responses you might confront. Rather than using post-mortems to evaluate what went wrong, we should use pre-mortems to increase our chances of success.

Make Sure Your Systems and Service People are on the Same Page

The internet in our home died earlier this week. After cycling the modem a couple of times, I called the service provider’s toll-free number. The digital assistant told me to cycle the modem and it would text me in ten minutes. I did so once again and after ten minutes the system informed me that I did not have working internet. Well, duh!

It then offered me four appointment windows to have a technician come out to take a look. I chose the 9-11AM option. At 8:25, the system texted me that the technician was on his way. “Super,” I thought. At 8:49, the system texted me that the technician had arrived. My wife and I stopped what we were doing and I went to the front door. There sat the truck. I could see the technician inside, typing away on his tablet.

A couple of minutes passed. Then a few more. “He’s here,” I thought, “Why doesn’t he come to the door?” A few more minutes passed. Then, at exactly 9:00AM, he emerged from the truck and rang the bell. “Why,” I wondered, “did he sit in the truck while my wife and I stood there in limbo?” We could have been working on something for another ten minutes.

After stewing about this for a bit, I have come to three possible reasons: 1) The technician was finishing up his paperwork from the last call; 2) He said to himself, “I’m not on the clock until 9AM, so I’ll sit here and relax; 3) He and his colleagues have been given instructions not to knock on the door outside of the appointment window.

I don’t really care about the reason, except that the system texted me that he had arrived and set my expectation. Once the technician introduced himself, I found him competent and personable. But this was overshadowed by the eleven-minute gap in our lives. Sometimes a firm’s technology undermines the service and erases that extra polish you’re trying to achieve. Does this happen where you work? What are you doing about it?

How Does This Place Make Money? Part Two

In the last post, I illustrated the value of asking the question, “How does this place make money?” But exactly how can you do that without breaking the bank or disrupting normal business function? The strategies I’m going to recommend are remarkably simple and can be accomplished with a smart-phone and a bit of money spent on editing and design. In fact, you probably have employees who would welcome the opportunity to work on projects like these and will bring their creativity and hidden skills to the effort. In no particular order:

Produce a video (or videos) that illustrates how the firm functions – Accounting firms have used this strategy for years to aid in the recruiting of young auditors. A “day in the life of” video helps viewers understand the nuances of the job, the effort involved, the typical decisions made, even the employee’s daily routine. Here’s an example. How can you adapt this idea? It doesn’t require anything more than a smart phone and a bit of creativity.

Commission infographics – These one-page illustrations can summarize company functions and processes in a colorful and entertaining way. An on-line graphic artist would be happy create one for a  hundred bucks. Then give it to everyone. Better still, make a list of the 15 or 20 things every employee should know about the firm. Then commission an infographic for each one.

Host a series of podcasts – On any given day, most people have no idea what the firm’s leadership does and the decisions they make. Why not create a series of thirty-minute podcasts allowing those in senior leadership to explain their roles, how they make decisions, and a bit about how they got to where they are? Employees can listen to them during their commute or even on the job as they work.  As with infographics, the cost for implementation is minimal.

Explain the process and economics of typical projects and functions – Ask functional managers to take a few minutes during staff meetings to breakout the costs and steps involved of the work typically performed by the organization or division. I have been surprised countless times by what people do not know about the functions they depend upon daily. When they know more, they will make suggestions for improvement. Those suggestions can be invaluable.

Promote inter-team collaboration – Give those in functions that interact with each other periodic opportunities to interact with each other socially. Throw periodic pizza parties and the like during lunch time. You don’t need to provide a formal structure. It’s been my experience that the people who have questions and concerns will find each other and discuss what needs to be discussed. The relationships and trust this engenders can be invaluable.

Have people trade jobs for a day – Years ago, there was a British tradition in which the bosses switched positions with the front-liners for the day after Christmas every year. While now a little recognized effort, implementing a modified version of this idea would provide those involved with insights into the challenges and decisions of those with whom they work, not to mention a bit of humor as everyone gains more empathy for other roles.

These are just a few of the ways you can answer the question, “How does this place make money?” If you know of others, pass them along. I’ll include them in a future post. From the person who started last Monday to the twenty-year veteran, everyone benefits from being better informed about the firm for which they work. And so will the firm itself.

How Does This Place Make Money? Part One

That’s the question I have challenged employers to ask their people for years. Sadly, most people can’t provide an answer that demonstrates they really understand the business model of the firm for which they work. Generally, they’ll say something like, “We sell software,” or “We deliver stuff to restaurants.” If you ask them to drill down on that and provide more detail, most will give you a blank stare. Why? Because of silos. In other words, they can only explain how the processes work within their particular part of the company. Ask someone in accounts payable how checks are cut and they can explain the 17 steps. Ask someone in the warehouse how trucks are loaded, and they’ll give you a short dissertation on all the details. But ask them about the overall business model and they’ll shrug their shoulders. In some cases, the person will say, “That’s not really my job.” But it is! Here are three reasons why:

  • It engenders pride. A while ago, I spoke to an all hands meeting for Rasmussen Group, a large heavy construction company. These are the people who build roads, bridges and the other components of infrastructure upon which we all rely. Talk about silos! With the exception of the engineers and project superintendents, most employees spend their days moving earth, operating cranes and other mostly isolated tasks. So, every couple of years, the firm’s leadership brings everyone together for an expenses-paid weekend to provide information about the company, offer a bit of training and allow them to socialize. This past year, everyone was shown a twenty-minute video illustrating how all the components for a large project came together. It featured those in the room doing their jobs on these enormous pieces of equipment. What fun it was! Everybody in the room was laughing and pointing and teasing each other when they appeared on the screen. Ask most heavy equipment operators what they do and they’ll say something like, “I drive a tractor.” Ask a Rasmussen operator and he’s more likely to say, I help build bridges.”
  • It engenders better daily decisions. When you are proud of what you do, you take more ownership in the outcome. That means you think about the bigger picture – how your decisions affect others and how theirs affect yours and how all decisions impact the final product. You can’t help but make better decisions when you’re invested in the outcome. Does this sometimes engender disagreements about the best way to proceed? Yes, but that’s a good thing because it demonstrates that people care. So as long as they are productive, let’s have more disagreements. They will produce better decisions.
  • This results in loyalty and retention. It’s been said that employee loyalty is a thing of the past – that most employees see their jobs as contracts. Not when they believe in what they do and believe that what they do is making a contribution. When they’re making good decisions and seeing the direct results of their efforts, employees, regardless of age, will remain on the job and continue to hone their skills. The costs of turnover can devastate a company’s bottom line.

Simply answering the question, “How does this place make money?” begins the effort of building pride, compelling better decisions, and boosting retention. How? I’ll share some strategies for that in the next post.

Getting to Neutral

“Often, I lie in wait in meetings, like a hunter looking for his prey, ready to spring out at the first moment of silence. My gun is loaded with preestablished thoughts. I take aim and fire, the context irrelevant, my bullet and its release are all that matter to me.” William Isaacs, Dialogue and the Art of Thinking Together – MIT Professor

This quote reminds me of how often I want to leap into response mode when having a conversation with someone. I know I’m supposed to wait for them to complete their thought. But it’s just so tempting to finish their thought for them or offer an opposing point because I think I know what they’re going to say. I hate it when someone does this to me. So, I try not to do it to someone else.

The same thing is true of making decisions. Our lives are full of perceptions and biases. We leap to conclusions without having the entire picture. We think we know the answer. Perhaps someone is pushing us to act. Maybe we want to be the leader because the leaders are the ones who make the decisions. In essence, our impatience and desire for control get the better of us. Then we feel regret when the outcome is not what we expected. The reason for this is that we’re missing a step in our rush to make the decision. We need to get to neutral, first.

Getting to neutral means taking time to make sure we clearly understand the decision to be made before rushing to act. It means asking two questions: 1) What’s the real decision that needs to be made and; 2) What biases do I have about the situation and people involved that may misguide my thinking?  Too often, we think we know what decision needs to be made in a particular situation because we’ve been in that situation before. But is it really? Taking to clarify this can make the difference between a good decision and a bad one. We also need to consider how past experiences and perception may color our thinking. This doesn’t mean making a big list necessarily. It could mean simply taking a step back to consider the feelings and thoughts that could be distorting your logic.

You might ask, “Where does this intersect with intuition? After all, intuition is based on past experiences and our biases and perceptions are a product of experience and what we’ve heard from others.” Yes, intuition is something the best decision makers rely on all the time. But they also take time to approach decisions with clarity and awareness about any personal influences they may be bringing to the process. No one can eliminate these influences. Acknowledging them is generally enough. (If you can’t do that, maybe you should recuse yourself from making the decision.)

Getting to neutral doesn’t take a lot of time. But having the presence of mind to do it before making decisions will save you and others the heartburn of misguided decisions.

The Cowardice of “My Hands are Tied”

On December 23rd of last year, a young man attempted to make a withdrawal from his bank, hoping the $1000 due in his account had been deposited. The clerk he spoke to told him that she could see the money had been credited. Unfortunately, it would not be available until the next day. On the morning of the 24th, he checked his account and the funds were still not available.

Panicked, he called the bank and happened to get the same clerk. He told her he was just trying to get home for Christmas and needed $20 because his car had run out of gas and he was marooned. When she asked, she discovered the young man was about two miles from the bank. Taking pity on him, she asked her manager if she could drive over and give him $20 of her own money. After all, it was Christmas Eve. The manager gave her permission and the clerk did so.

We’d all like to think this story a nice reminder that there is still goodwill in the world. Unfortunately, that’s not how it ends. Several days after Christmas, both the clerk and her manager were fired because the clerk had had “unauthorized contact with a customer.” (I have not revealed the identity of the bank, but you can find the incident online.)

Some may argue that the person terminating these two employees did so because his or her “hands were tied” by bank policy. I would argue that was simply not true. Seth Godin once observed that when people don’t act in the workplace, it’s not out of a fear of failure, but out of a fear of blame. I suspect the administrator making this decision acted out of fear of blame. After all, sometime down the road this incident might have been examined by someone for some reason and the administrator might have been fired.

So, what message does this send to employees and customers? For the employees – “Generosity, goodwill and going out of your way for customers can get you fired.” Sure, there is a larger context to the situation in question. But most people don’t think that deep. For the customers – “Geez, the bank is always saying they care. But then they do something like this to employees who were just trying to help!” (Right now, the bank’s marketing department is thankful this story has been buried in the 24-hour news cycle.)

Every decision of significance we make in the workplace requires both judgment and courage. The more we promulgate policies to cover every possible instance and liability, the more our people will act out of caution and even cowardice rather than courage and a sense of goodwill. I have lamented more than once in this blog how rules have overtaken reason in our daily adjudication of society. As a result, much of our day-to-day decision making has become mired in caution and even fear. This incident over Christmas is a perfect example. While some may argue this incident is an anomaly, the more we rely on rules rather than reason, the more we’ll hear about anomalies like this.

Don’t Need – Don’t Have – Don’t Know

Money guru, Dave Ramsey, is famous for saying that people buy things they don’t need, with money they don’t have, to impress people they don’t know. If I’m being honest, I have been guilty of doing this a few times myself. We all want to appear successful, cool, or the top dog in the room. But sometimes it doesn’t go as planned. Years ago, a young friend of mine rented a car to impress a woman on a first date. But then they really hit it off. The good news? He made a great first impression. The bad news? He had to show up for the second date in his beat-up Honda and ask for her understanding.

Many times, we attribute the success of an individual to a few significant decisions they’ve made that proved crucial. This is especially true when it comes to financial success. But with the exception of lottery winners, research indicates something different. According to Roy Baumeister and John Tierney authors of Willpower: Rediscovering the Greatest Human Strength those who make good decisions in one area of their lives tend to do it in all areas. In other words, effective decision making cannot be isolated to one area of a person’s life. This has also been reflected many times in the interviews I’ve conducted over the past 30 years.

While Ramsey focuses his version of “don’t need – don’t have – don’t know” on finances, the same is true in our communications in the workplace, our career choices, and any other decision of significance. The best decision makers learn early on that paying attention to bright shiny objects, peer pressure, and offers guaranteeing instant success are the errands of a fool. If they’re lucky, they take some hard knocks, and learn to guard themselves against these endless temptations. In other words, much of success can be attributed to the denial of instant gratification.

Unfortunately, this self-denial has become excruciatingly difficult in a world that promises instant access, instant outcomes, instant beauty, and instant weight loss for only $9.95 a month. So, how do the best decision makers overcome these distractions and temptations?

Consider a few of the good decision makers you admire. Chances are, you will notice that they are strategic in their thinking and they are comfortable delaying decisions until they have thought through the ramifications of the outcome. Finally, they are mindful of their daily habits. They don’t binge on Downton Abbey, they avoid the donuts in the break room, and they surround themselves with others who practice the habits and thinking they admire.

Now, none of this is rocket science. And the cool thing is that these productive habits and attitudes are available for anyone to develop. Any good decision maker will tell you, however, that this is a journey. We all stumble occasionally. But our strength of habit and routine determines how fast we return to the self-discipline essential to “don’t need – done have – don’t know.”