Accelerate your decision making to better control your time at work

Appointed project manager for the Ile-de-France region, Ulysse Dorioz is faced with a headache: he must implement a strategy to transform working methods, but in the context of a change that is causing a lot of mistrust among managers . His choice: take the time to create favorable conditions for the development of his project. “The mission was divisive, I had to find support and a strategy. I started by going to meet the community managers. Gradually, the head of mission federates a certain number of supporters who end up supporting his project as much as he does. This observation work took six months. But then, he says, “the change and transformation of services was completed in half the time, because each department became an actor in the decision.”

Like Ulysse Dorioz, sometimes you have to choose to waste time to save time later. Any decision is, therefore, the result of an arbitration between what should be done, what one wants to do, what can be done, etc. To make this process more fluid, the first step is to establish your own “decision balance”, says Pierre Pastor, professor at Cnam and author of Decide, yes, but how? (Eyrolles).

Are you in control or better emotional? Impulsive or thoughtful? Intuitive or logical? Knowing where you are on these different axes gives you an idea of ​​the pitfalls to avoid. Each characteristic corresponds to a risk: an emotional person will tend to take refuge in hesitation in the face of urgency, while, to get out of an impasse, an impulsive person may make a choice that closes any possibility of consensus…

>> Learn how to better manage your time and get organized by registering for live coaching from management experts

Avoid the tunnel effect

The more one knows one’s own tendencies, the more the listening to other opinions and the indispensable dialogue will prove to be fruitful. Aware of its thoughtful and logical nature, Sébastien Dadies, commercial director of a software publisher, seeks above all opponents: “Before any important decision, I follow the advice of my deputy commercial director and the marketing department”.

Far from wasting time, this consultation makes it possible to consider the various facets of a subject and avoids the “tunnel effect” that consists of seeing only one point of reality. This is all the more important as “each brain orders information in a unique way”, warns Pierre Pastor. Each of us is shaped by our upbringing, culture and environment. You have to be very aware of that cultural filter.”

Here again, Sébastien Dadies is careful to gather the opinions of those directly involved: “When an urgent issue arises, I consult with the field sales representatives to see if they are also faced with it. I also take the pulse of your direct supervisors, so as not to commit too quickly to a decision disconnected from your reality.

>> Read also – Management: 11 tips to decide on a daily basis

“Deciding more effectively also means having an overview of the problem at hand”, says Hervé Coudière, consultant and management coach. Expert consultation allows defining the scope of the questioning.” Unow Marketing Director, Digital Training Specialist Alice Baleton sometimes requests peers on her professional social network. “I explain the situation to them, submitting to them the possibilities between which I hesitate and see what they answer. Which doesn’t force me to follow your advice! This is the main point of this approach, which aims to clarify one’s own judgment rather than seeing the solution suggested by others.

>> Also read the first two lessons of our coaching

limit options

Your decision is rarely disconnected from a work environment and an internal culture: you have to determine your leeway and express them in options that you can arbitrate. Matthieu Cornu, Heppner’s General Secretary, Transport and Logistics, counts on his collaborators: “I ask you for elements of structuring and synthesis. It is essential to separate the solutions that are on the table.”

For certain marketing projects, Alice Baleton should get input from the company director, sales department, and customer service before making a decision. “To make this process efficient, she explains, I call everyone, with a grid of pre-defined alternatives: no more than three. If opinions are very different, I organize a meeting to help us decide. But I guarantee that there is a maximum of factual elements, to go beyond the individual beliefs of each one.

To get a quicker decision from her superiors, Sandrine, a quality manager for a large group, is able to limit her options upstream. “I have to make a presentation every semester. To further impact my coaching, I choose three subjects. In each one, I say what I need: I need some information to unlock this question; I have two options on this matter, what do you think? It works very well, my superiors are delighted.”

The higher you go in the hierarchy, the greater the leeway. But be careful not to limit reality to a few binary options, warns Hervé Coudière: “If you have two solutions, you have to try to find the third.” The risk: stop at the obvious. As Veroniceavezou, a neuro-emotional coach reminds us, “we don’t just decide on the rational, there is also the sensitive and the intuitive. I recommend paying attention to it. For this, we must put ourselves in the ability to accurately feel what surrounds us, for example, with visualization exercises”.

This analysis can sometimes encourage you to practice withdrawal: this decision may not be your responsibility! Pascal Chevallier, CEO of Isagri, which specializes in IT and agricultural press, knows that he has no influence in certain areas, despite his high position: “It’s about remuneration policy, budget and corporate image. Being aware of this, he jokes, comes down to knowing what you can decide without being yelled at. This can save time!

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