How to make smarter judgements under pressure

[WORLD] Leaders are constantly faced with high-stakes challenges that require quick and effective decision-making. The ability to make sound choices under pressure is a crucial skill that can make or break a leader's success. This article explores strategies and insights from experts on how to improve decision-making abilities when the stakes are high.

The Pitfall of Automatic Responses

Many leaders believe that their experience allows them to make instinctive decisions based on past successes. However, Carol Kauffman, assistant professor at Harvard Medical School and founder of the Institute of Coaching, challenges this notion. She argues that relying solely on automatic behaviors can lead to poor decisions, especially in high-pressure situations.

"When we are under stress and high stakes, we become exaggerated versions of ourselves," Kauffman explains. This tendency to default to familiar patterns can be detrimental when facing new or complex challenges.

The MOVE Framework

To combat the pitfalls of automatic responses, Kauffman introduces the MOVE framework, designed to help leaders make better decisions under pressure:

• Mindfully Alert
• Options Generator
• Validate Vantage Point
• Engage and Effect Change

This framework provides a structured approach to decision-making that can be particularly useful in high-stress situations.

Creating Space for Better Decisions

One of the key concepts in improving decision-making under pressure is creating mental space. Kauffman references Viktor Frankl's quote: "Between every stimulus and response there is a space, and in that space is our freedom." By consciously creating this space, leaders can avoid knee-jerk reactions and make more thoughtful choices.

The Three Dimensions of Leadership

Kauffman emphasizes the importance of considering three dimensions of leadership when making decisions:

• What do I need to do?
• Who do I need to be?
• How do people need me to relate to them?

By addressing these questions, leaders can take a more holistic approach to decision-making, considering not just the action itself but also their personal impact and relationships with others.

Developing Way Power

Kauffman introduces the concept of "way power," which involves having multiple response options available in any given situation. She recommends developing at least four possible responses:

• Lean in and engage
• Lean back and analyze data
• Lean with and connect emotionally
• Don't lean (pause and reflect)

"I don't care which option you pick, but I want you to be able to do any of them," Kauffman states. This flexibility allows leaders to choose the most appropriate response for each unique situation.

Practicing Small for Big Results

Developing better decision-making skills under pressure doesn't happen overnight. Kauffman suggests practicing with smaller, everyday decisions to build the mental muscles needed for high-stakes situations.

"If you keep one of these in mind, when I first came up with the idea of who do I want to be right now, I actually asked myself that question 80 times one day," Kauffman shares. This constant practice helps leaders become more aware of their choices and their potential impact.

Overcoming Ego and Bias

One of the biggest challenges in making good decisions under pressure is overcoming personal biases and ego. Kauffman notes, "The big enemy is ego. You really need to be a great leader on one hand, have a super powerful sense of self, and I can have an impact, but to also be able to be humble and be an open system so you're able to be wrong."

Leaders must learn to validate their vantage point and question their assumptions, especially when the stakes are high. This self-awareness can help prevent overconfidence and lead to more balanced decision-making.

Creating a Culture of Effective Decision-Making

While individual skills are crucial, creating a organizational culture that supports effective decision-making can amplify results. Kauffman suggests using tools like the "10 of 10 conversation" to foster this culture:

• Envision what a perfect "10 out of 10" performance looks like
• Rate current performance on a scale of 1 to 10
• Analyze what's being done right to achieve the current rating
• Identify steps to improve the rating

This approach can be applied at all levels of an organization, creating a shared language and framework for decision-making and improvement.

The Importance of Agility and Consistency

While developing a more dynamic approach to decision-making, leaders must balance agility with consistency. Kauffman emphasizes, "The core is your capacity to make space, and I think that's what brings it together. It's not going to be wild and jerky, but this leader is able to be agile and to respond to what's coming their way rather than always a cookie cutter leader."

This balance ensures that team members can still rely on a leader's core values and principles while benefiting from their adaptability in different situations.

Embracing Your Unique Decision-Making Style

Kauffman encourages leaders to recognize and embrace their unique decision-making styles. She uses the analogy of different animals to illustrate this point:

"Do you want to be a hawk or a hummingbird or, my personal favorite is, do you want to be a dolphin? A lot of people think to really have a good vantage point, you need to see everything like an eagle. But a lot of people don't operate that way, but they're more like dolphins."

Understanding and leveraging your natural tendencies can lead to more authentic and effective leadership.

By developing a more nuanced and flexible approach to decision-making under pressure, leaders can tap into a richer way of leading. As Kauffman notes, "What makes me personally feel the best about this work is when I see people valuing themselves and getting like, 'Yeah, I'm a dolphin. I thought that wasn't okay.'"

This self-awareness and acceptance, combined with the tools and strategies outlined in this article, can help leaders navigate high-stakes challenges more effectively. By creating space for thoughtful decisions, considering multiple dimensions of leadership, developing way power, and fostering a culture of effective decision-making, leaders can improve their ability to make better choices when the pressure is on.

Ultimately, the goal is not just to make better decisions, but to become a more adaptable, self-aware, and effective leader. As Kauffman concludes, "Maybe this kind of approach can help them develop their true organic modus operandi rather than what they've been inculcated with or taught." By embracing these principles, leaders can unlock their full potential and guide their organizations through even the most challenging situations with confidence and clarity.