改變商業(yè)決策的前提
如何改變商業(yè)決策呢?要做些什么呢?一起來(lái)看一下下面這篇文章吧!它會(huì)告訴你該做什么。
1. Address and evaluate your fears head on
1.預(yù)測(cè)并處理好您將面臨的焦慮
Even the best decision-makers with strong intuition and confidence are subject to fear. To make a good decision, you've got to give yourself space to rationally address any fear surrounding your choices. Fear biases us toward mediocrity, but leaders are in a position of having to make bold, forward-thinking and potentially risky choices regularly. We can't let fear cloud that process, so pause and be certain you're addressing your concerns honestly.
即使是最強(qiáng)的決策者，哪怕他們擁有再?gòu)?qiáng)的直覺(jué)與自信心也常遭到這種焦慮的困擾。要作出好的決策，您得給自己理智處理那些焦慮的空間。焦慮往往使得我們走向平庸，但作為領(lǐng)導(dǎo)者，您必須能夠作出大膽的、風(fēng)險(xiǎn)性的決策。我們可不能受到焦慮的阻礙而是要確定我們能處理好它。
2.Pick your battles
2.選擇戰(zhàn)場(chǎng)
Not all decisions are equal; some are more important than others. Be honest — is this decision truly critical, and worth obsessing over? We have a finite amount of brainpower to expend each day. If this decision isn't as important as others you must make, bite the bullet and chose a direction.
不是所有的決策都具備同等價(jià)值;總有一些相比之下更具價(jià)值�？陀^點(diǎn)-------這項(xiàng)決策真地奏效，值得付出嗎?我們每天所能的腦力是有限的。如果這項(xiàng)決策不如其他，要緊牙關(guān)，下定決心，選擇方向，重做決定。
3.Trust your instincts
3.相信您的.直覺(jué)
You may be presented with a slew of information in order to make a decision, but some pieces of information are probably more important than others. We're designed to process via rapid cognition (something Malcolm Gladwell talks about in Blink), so focus on what information matters most and go with your gut.
為作決策，您會(huì)接收到大量的信息，不過(guò)總有一些更具價(jià)值。我們本來(lái)就具有快速處理信息的能力(馬爾科姆.格拉德威爾如是說(shuō))。因此關(guān)注重要的信息并相信自己的直覺(jué)。
If you have time to make your decision:
如果您作決策的時(shí)間寬裕：
1. Make space
1.騰出空間
If you have the luxury of time, take advantage of it. How many times have you had a breakthrough moment after a long night's sleep or some time away from a problem? Give yourself that space. Not only does it give your brain a chance to churn over options, but it also creates the opportunity for serendipity. Maybe you're struggling over fulfillment of a product line. Two weeks later, it turns out an existing vendor is just now offering exactly what you need. That's a kismet moment only time creates.
如果時(shí)間寬裕，要好好利用。多少次您一覺(jué)過(guò)后出現(xiàn)突破性的時(shí)刻或者發(fā)現(xiàn)了多余的思考時(shí)間?抓住那樣的契機(jī)，不僅可以給您反復(fù)琢磨的的機(jī)會(huì)，還可能有意向不到的驚喜哦。也許您正折騰于一項(xiàng)產(chǎn)品線的完工。兩周后，出現(xiàn)了您急需的供貨商，那就是時(shí)間造就了命運(yùn)。
2. Research
2.研究
Too often, leaders forfeit their leadership position when trying to collaboratively make a decision. They falsely believe that a collaborative process means a democratic one. Listen to everyone, but make decisions alone. Ask for and consider a variety of opinions without judgment. Challenge viewpoints, but don't argue — and don't advocate for the outcome you're gunning for. Retreat only when you've done your due diligence. Then, based on that research, make a decision that's yours.
領(lǐng)導(dǎo)者們往往容易在協(xié)商作決策時(shí)喪失領(lǐng)導(dǎo)地位。他們常常錯(cuò)誤地認(rèn)為協(xié)商便是民主。博聽(tīng)廣議沒(méi)錯(cuò)，但最終必須獨(dú)斷。征詢各家意見(jiàn)，客觀對(duì)待，不加評(píng)判。意見(jiàn)不一致時(shí)也不要爭(zhēng)辯——更不要力推您的觀點(diǎn)會(huì)帶來(lái)的成果。您只管盡力調(diào)查、研究，然后作出自己的決斷。
3. Advocate
3.推廣
Those you talked to in the research phase will already have a basis of understanding when you approach them with your decision. Expand on this by socializing that decision. Practice your ability to rationalize your argument by advocating for it with your stakeholders. In doing so, you'll identify the words, phrases and approaches that work well — and what falls flat. The more unpopular or dangerous this decision is, the more crucial it is to do this step thoroughly. Say, "Here's what I'm thinking and why. What do you think?"
那些參與研究的人對(duì)您的觀點(diǎn)已經(jīng)有了一定的認(rèn)知。在推廣的過(guò)程中，您的決策可以得到進(jìn)一步完善。跟您的合作伙伴宣揚(yáng)你們的決策時(shí)，發(fā)揮自己善辯的能力。過(guò)程中您得鑒定出奏效的詞匯、短語(yǔ)和方法以及那些無(wú)用的。決定越小眾或者風(fēng)險(xiǎn)越大，這一步就越關(guān)鍵，就這樣說(shuō)：“這就是我的觀點(diǎn)及理由，你們?cè)趺纯?”
4. Activate
4.實(shí)踐
Now that you've practiced your narrative and have buy-in from key stakeholders, put your decision into action. Not everyone will agree with you, but by performing these steps, you'll create a solid foundation of trust. It's a leader's burden to make unpopular decisions. But if you do it right, even those who disagree will have your back. Decisions, whether quick and on-the-spot ones or slow-burning, often represent a crossroads for a leader. Not all are life or death, but they can still have a profound impact on your business. Practice these steps to confidently move in a direction of growth.
既然您已經(jīng)有了決策，也有了支持者，下面就把您的決定付諸行動(dòng)吧。不是所有人都贊成您的觀點(diǎn)，但通過(guò)以上這些步驟的實(shí)施，您起碼獲得了信任的根基。制定不是所有人都看好的決定往往都是領(lǐng)導(dǎo)們干的事。但決定一旦奏效，那些之前跟您意見(jiàn)不一致的人都會(huì)臣服于您。決策，不管是當(dāng)場(chǎng)作得還是慢慢斟酌來(lái)的，都會(huì)是領(lǐng)導(dǎo)者們的十字路口。盡管不是所有的決策都奏效，但這些決策都能對(duì)您的事業(yè)產(chǎn)生很大的影響。跟著這些步驟，自信地向成功的方向前進(jìn)吧!
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