Making Difficult Decisions: How to be decisive and get the business done - Softcover

Über die Autorin bzw. den Autor

Peter Shaw is a founding Partner of the leading coaching firm praesta Partners and is an experienced business coach working with senior leaders in the public, private and voluntary sectors. Peter's clients enjoy frank, challenging conversations leading to fresh thinking and new insights. He is often coaching at the interface of the public and private sectors, and working with Chief Executives and Board members taking on new roles and leading major organisational change. Peter is frequently working with individuals who are making difficult decisions enabling them to look at decisions from a range of different perspectives.
Prior to becoming a coach Peter held three Director general posts and worked in five different Government Departments, treasury, Education, Employment, Environment and Transport. he has written a sequence of influential leadership books including, The 4 Vs of Leadership: Vision, Values, Value-added and Vitality, Finding your Future: The Second Time Around and Conversations Matters: How to Engage Effectively With One Another.
He co-authored with Robin Linnecar, Business Coaching: Achieving Practical Results Through effective Engagement and has written a range of influential articles. Peter was formerly a Visiting Professor at Durham University. he regularly leads workshops on leadership issues based around the themes of his books.

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What makes the difference between times when a decision is relatively straightforward and others where it is difficult? Is there some way we can make a step change in our capability to make difficult decisions well?

The heart of good decision making is balancing clarity and conviction: it is the interplay between analysis and beliefs, logical thinking and the 'gut' reaction. Courage and communication are essential elements in being decisive, taking forward difficult decisions effectively and getting the business done.

Making Difficult Decisions will enable you to:

• clarify your thinking about the best way of making difficult decisions;
• view the decision making of others sin a more aware and accurate way;
• understand your own preference sand foibles in making difficult decisions; and
• be able to take difficult decisions with greater confidence and less personal anguish

If you are able to make just one choice better, then it will have been worth your investment of time to read Making Difficult Decisions. So be ready to enjoy and not be daunted by the decision you need to take.

Aus dem Klappentext

Part 1 considers the 4Cs of making difficult decisions (clarity, conviction, courage and communication).

Part 2 focuses on:

• applying the learning from good decisions makers
• embedding the ability to make difficult decisions
• enabling others to make difficult decisions and
• key questions in making difficult decisions

Part 3 sets out practical steps for deciding what action to take in particular circumstances, when making difficult decisions:

• as the boss
• in relation to your boss
• in relation to your peers
• whilst dealing with your hopes and fears, and
• addressing your values and priorities

Making Difficult Decisions draws on the experiences of a wide range of people in leadership positions. these examples deliberately come from people of varying degrees of seniority. The issues facing a junior supermarket manager and a Government Minister may be very different in scale, but will often contain similar dilemmas about acts and feelings with similar time pressures to make quick decisions.

Decision making should not always be easy or straightforward. If it is, there may be something missing. Continually testing your decision making against the facts, your intuition and the perspective of others is a tough but necessary step in refining your ability to make difficult decisions.