There is some research that was referred to before in Decisive Leadership, that about 400 CEO’s who were asked about the decisions that were made in their organizations and how many ended up being the right decision and how many ended up being the wrong decision. The result was almost universal that about 50% of the decisions that were made in organizations ended up being the right ones, and about 50% ended up being wrong.

So how can this percentage be improved?  Well, there’s an interesting back story to this, and it’s this …… It isn’t so much the decision as it is the implementation.

In some other research it was found that on average around 70% of decisions that are made in organizations are never ever implemented. And there’s a whole range of reasons for that.  But when you put those two things together then you realize that decision making doesn’t happen very well in many organizations.  Nothing happens – good, bad, positive or negative until a decision is made.

Decisions are at the beginning of every success story and every disaster.

David Julian Price works in this space where he shows leaders and works with them and their teams on how do identify where the chinks in the armour are in relation to their decision making processes. The surprise is that many organizations, in fact the majority, don’t have a decision making process that they can point to or enunciate.  Most say that decisions are just made.  But when they’re asked how, they can’t actually explain the process.

This process is usually very pedantic, but it doesn’t need to be this way.  However, there does need to be a number of things that are visited along the way to making sure that the decision your team arrives at is the best possible decision for your organization, and of course minimizing the risk of it being the wrong decision or a bad decision.

The way David works in this area is in mentoring and working with leaders and their teams, and also running PD sessions which can be as short as 30 minutes through to a full day or more, as well as training sessions for the staff who are involved in the decision making.

David also does breakout sessions and conferences on Decision Making, and it all fits under the ‘Blue Penguin Strategy of How to Get the Best Results” in an organization and in a particular person’s role.

Decision Making is the starting point for everyone when they are looking at how to achieve the results they want.