Sharing Good Practice brand for future talent acquisition , cherished academic standing , and meaningful altruistic initiatives
21 . Walking the fine line between the applicable labour laws and organizational imperatives for survivability and sustainability
22 . Assuring / ensuring the consistent infusion of new talent by leveraging suitable technology in coordination with the functional heads
23 . Providing a seamless exit experience for employees leaving the organization with minimal damage to the employer brand
24 . Getting employees comfortable with the ‘ new ’ normal
25 . Finding / allocating enough time and space for self-reflection and self-calibration to stay motivated and committed while resisting the apprehensions / pressures related to personal job insecurity
The aforementioned challenges require leaders that are suitably prepped for the Digital Age ( see : https :// lnkd . in / dpf2JZb ) in terms of taking quality decisions . Let ’ s review the three main types of decisions that are generally taken by organizational leaders , i . e .:
Wrong decisions
These are the erroneous decisions that are driven by bias , malevolence , sabotage , incompetence , riskaverseness , and / or unavailability of crucial facts . Such decisions are the result of compromising on foresight / objectivity by succumbing to the perils of uncertainty . Their impact / ramification frequently requires salvation through the benefit of hindsight by engaging in an honest reflection and calibration on a personal and professional level for enhancing the quality of decision-making in the future .
practices and is a valuable addition to the ‘ knowledge bank ’ for grooming the next generation of leaders .
Sound decisions
These are the astute decisions that are rooted in ground-based reality with a profound understanding of inherent risk management capability and make sense in the prevailing circumstances by extracting / filtering the best option from a range of available options that can be materialized within available resources . Such decisions embrace foresight / objectivity by realizing the ‘ uncertainty ’ of uncertainty and favour rationality in justifying a chosen course of action that is rich in practicality . Their impact / ramification may eventually be deemed right or wrong based upon evolving circumstances with the benefit of hindsight .
The following ‘ DISH ’ framework can be used by the organizational leaders to enhance the quality of decisionmaking in a post-COVID world :
Direct
This refers to having an unclouded / unrestricted / unbiased embrace of the available data and information from reliable / curated sources that can lead to enhancing the quality of decisionmaking .
Informed
This refers to increasing the level of cognizance in terms of associated risks with the available options before arriving at a ‘ sound ’ decision for overcoming an existing or emerging challenge .
Simple
This refers to prioritizing the ease of |
steps involved in the materialization |
of the ‘ selected ’ option for charting |
a |
course |
of |
action |
with |
clear |
accountabilities |
and |
realizable |
timelines . |
|
|
Honest
This refers to modelling the personality traits that will create a strong ‘ buy-in ’ from the stakeholders who have to act upon and / or are impacted by the decision that has been taken .
The COVID-19 pandemic has substantially amplified the demand on organizational leaders in terms of increasing the quality of their decisionmaking due to the rapid evaporation of any buffers / cushions to safeguard against any lapses in judgment . Resilience is now directly proportional to survival in terms of personal and organizational futures . Are you the ‘ right ’ leader for the times ?
Right decisions
These are the correct decisions that are based upon an impartial and competent weighing of available facts , studious consultation and judgmental prowess by employing suitable risk assessment methodologies / approaches . Such decisions are the result of harnessing foresight / objectivity by deploying ‘ thriving in chaos ’ principles for optimizing outcomes in uncertainty . Their impact / ramification provides a fertile ground for reinforcement of good
Murad Salman Mirza is an innovative thinker and an astute practitioner in areas within and associated with the fields of Organizational Development , Talent Management and Business Transformation . His LinkedIn profile can be viewed at : https :// www . linkedin . com / in / muradsalmanmirza /
Class Time Term 3 Apr - Jun 2021 11