Management Series – Decisiveness

Making good decisions is a fundamental aspect of being a trusted co-worker or an excellent leader. Yet, too often, studies show, our emotions have a huge influence over the quality of our decision-making, preventing us from making sound judgements.

Available Virtually or In-Person

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More About the Workshop

This Management Series workshop touches upon all the same ideas, theories, insights and strategies as our standard Decisiveness workshop (detailed below). The additional value comes from the depth and specificity of the exploration that follows. Facilitated by our specially trained faculty – the participants will be able to consider how the learnings can be applied to their roles, their teams, and their company’s culture, sharing their concerns and their experiences with the group.

In this three-hour session, we will:

  • Consider the barriers to effective decision-making, including decision fatigue, fear of regret, and a lack of self-knowledge.
  • Uncover our personal decision- making style.
  • Create a plan for how we will take action following our decision and track and adjust over time.
  • Learn strategies for reaching sounder, wiser decisions.
  • Focus on the interpersonal dynamics and psychology of decision-making: the way you influence other people and are, in turn, influenced.

What characterises mastery of this skill?

Decisive employees tend to take action  in a timely manner, while staying aware  of their own influences and biases. They  are willing to make sacrifices and re-evaluate decisions at a later stage. Their behaviour  is characterised by strong and consistent priorities, awareness of goals and resources, and the ability to manage and correct  initial mistakes.

What characterises a lack of this skill?

Employees lacking decisiveness have a higher risk of procrastination. Due to anxiety about the consequences of their decisions, they have difficulty prioritising or accepting trade-offs. This can lead to rushed decisions and a vicious circle of indecisiveness. The consequences within an organisation often include a decision fatigue in teams, procrastination, groupthink and dependence on the opinions of colleagues, which increases micromanagement.

‘You can’t make decisions based on fear and the possibility of what might happen.’ — Michelle Obama


‘I learned to harness straightforward, existing tools that are already accessible to me – ‘reframing problems’ from a new perspective’

‘Engaging content and excellent tutors’

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