Independent-Practical-Global / Editor Jan P. Hagberg. / Technically responsible: Aleksander K Weseth
Communications / Secret 4 - Focus - Decision Risk
SGL-Find your decisions profile
FOCUS
WHEN? – Asking
about the timing of
your risk assessments
The difficult choice
Everyone has felt it—that trembling restlessness that fills the body, whispering: Now you must choose. Now is the moment of decision!
Everything urges you forward. The choice must be made. There is no more time for questions, investigations, or doubts. Your answer must be: Yes, yes—or No, no. Some people thrive in such moments. Others dread them. Yet both must decide. The situation is new. The outcome is uncertain. The risk is high, and past experience offers no guidance. The next step cannot be quality assured. You must make a choice. You stand on the edge of a cognitive leap. Which raises the question:
WHEN do you take an existential jump at a depth of 70,000 fathoms? What will happen? – Why it happens? When it happens? – Read on!
Secret: 4 Your Decision Profiles!
LESSON 4,1 -Find your Decision Color, under stress and understand your own natural decision tree position. -Real leadership starts with self-awareness. – Ask yourself when you most experience yourself as a Quick decision maker or as a Thorough and consensus oriented decision maker.
LESSON 4,2 – Become aware of your Decision Axes, “when the sun shines, it cast shadow” – Which means that your greatest strengths and your most vulnerable traits are two sides of the same axe. Both are part of who you are, shaped by genetic and temperamental factors that we can describe—but not change.
LESSON 4,3 – Find your Decision Functional, – When you must make a difficult and “dangerous” decision. – Who you feel you are most in this situation: Warrior, or Helper?
Management is the way in which individuals influence their own work. What we call visible management refers to the observable managerial behavior of a person, which is grounded in:
Ethical values and principles that must be upheld to ensure that specific goals and outcomes are achieved.
This idea is echoed in expressions such as “Show me your friends, and I’ll tell you who you are” or “I see what you say.” – Whether we like it or not, the relationship between an established leader and the organisational culture they foster tends to reflect a 1:1 ratio. In other words, no organisation can exceed the strength of its leadership.
SGL Decision-tree illustrate the creative tension between an individual’s innate temperament—including their ability to manage risk—and the practical challenges of the situation at hand. This implies that not everyone is suited for every task, and that effective decision-making requires the right person managing the right task at the right time.
INTERESTED? – Click and play the KI-generated Podcast, and you will find Why and How you make difficult decisions, Click Here!
