Over fifty years of scientific research has revealed that there are three distinct styles of decision-making. Each of us can make decisions in all three ways, but we tend to develop a preference for one more than the other two. This preference becomes a subconscious force, affecting the decisions we make on a daily basis and shaping how we perceive the world around us and ourselves. The three decisional styles are personal, practical, and analytical.

To some extent everyone is capable of making all three kinds of decisions, but we ultimately have a preference. Here is a simple example of the three in contrast with each other. A person with each style is sitting around a table working on a project together. While the Personal style is focused on the needs of the team members involved and how to best use their talents, the Practical style doesn’t really care as much about the team or if it is done right, he just wants to get it done. Finally the Analytical sees no reason to worry about the people involved or even getting it done if it isn’t going to be done correctly.

We all have different balances of these three styles. That is what makes our decisions and actions different from others. These ways of making decisions and how we use them are at the core of whom we are.

In addition to there being three distinct styles of decision making, people are also motivated to make decisions based on different drivers. Based on the research of Eduard Spranger and later by Gordon Allport, there are seven key motivational drivers and they include the following:

• The motivation to achieve balance, harmony, and find form or beauty
• The motivation for security from economic gain and to achieve practical returns
• The motivation to be seen as unique, independent, and stand apart from the crowd
• The motivation to have influence and control over one’s environment or success
• The motivation to benefit others in a humanitarian sense
• The motivation to establish order, routine, and structure
• The motivation to gain knowledge or discover truth

Imagine how beneficial it would be to know how your team members make decisions and why they are motivated to do what they do. Imagine being able to share that knowledge with the actual team members. Communication, teamwork, and your ability to manage would instantly improve. Results and outcomes would measurably improve. Uncovering how people make decisions and what drives them to do what they do can be uncovered through a simple assessment process. However, the assessment process is only the beginning. A commitment by management to create an action plan on how to effectively use the knowledge to improve team building is a critical second step. Information for information’s sake is—you got it—just information. An action plan to manage with the new information will provide long-term and sustainable results for your team.

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

At times, however, the problem is a bit larger or the decision is more complex. It is in these instances that a conscious and objective decision-making process is needed.

In these cases there are two qualities that will lead to more effective decisions: logic and an open mind. When you approach a problem, strip your mind of preconceived opinions and prejudices. Logically assemble and learn the facts of the situation. Webster defines logic as “the science of formal reasoning; the unavoidable cause and effect relationship between events to a particular conclusion.” By understanding the cause and effect relationship involved in a situation, you can formulate solutions that deal with the root of the problem, not just the results. By keeping an open mind, you can creatively develop many alternatives from which to choose when making your decision. The logical, open-minded approach to making decisions involves the following process:

1. Identify and define the problem: You must clearly define the problem before you can solve it. Problems that remain vague resist resolution and create anxiety. Hazy, vague issues are impossible to deal with, and they often create a periphery of new problems. Crystallize the issues so you can deal with them one at time.
2. Gather and analyze information: You must have accurate information to solve issues appropriately. If in your haste to find a solution you short-change this part of the process, you can create unnecessary delays and unintended results. The more information you gather about a particular issue, the more likely you will be able to reach a satisfactory decision.
3. Development alternative solutions: If a solution to an issue surfaces quickly, it’s tempting to simply do it. The first solution you come up with, although acceptable, may not be the best. Take time to develop alternative solutions even when you don’t think you need them and be creative.
4. Choose the best alternative: Most problems have several acceptable solutions. Picking the best one becomes a matter of degree. Narrow your choices down to a few of the best alternatives by evaluating your options. Consider how the solutions aligns with your goals, how it affects costs, what time is required, what are the risks, what do others you trust think, etc. After evaluating all alternatives, choose the one that best solves your problem.
5. Take action: Now that you have weighed all of your alternatives and have chosen the best course of action, it’s time to act.
6. Evaluate the decision: Finally, you should structure in-progress reviews and a final evaluation in order to gauge progress and evaluate final results.

Implementing these steps can be instrumental in breaking large challenges, issues, or problems into manageable steps. Don’t let “life” overwhelm you. Using this proven decision making model will enhance your confidence. Your personal and professional success is dependent upon your ability to make sound decisions in an appropriate time frame. May 2010 bring you success and happiness!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

The never-ending process of making decisions continues throughout your workday. Every time an employee asks you a question like, Can I leave early to go to my son’s lacrosse game, or Mary just called off sick and we need her part of the project today, what do we do? You are making decisions that impact your team or department’s results.

Fortunately, most decisions require very little conscious thought. In fact, we actually made many of the decisions a long time ago, and we’re simply executing them now out of unconscious habit. For example, we spend little or no time deliberating what driving route we take to work, what errands need to be accomplished over the weekend, or what clothes you throw on after getting home from work.

The emotional intensity of decisions depends upon the perspective of the decision maker. To a corporate executive, a decision that involves millions of dollars can seem routine, while the president of a local service club might agonize over luncheon arrangements for 15 members. A married couple might spend considerable time and energy deciding what color to paint their living room, while a marketing executive might design packaging for an entire product line in a very short time. Your attitudes and habits influence your actions and thoughts. You can improve your decision making skills by becoming aware of the existing attitudes and habits that have shaped your decisions in the past.

Take a few moments to list some of the important decisions you made in the past five years. Evaluate the quality of those decisions.

Did they produce the results you wanted? Are there any decisions you would change?

Next examine your decision making style. Did you tend to make the decisions impulsively, or did you take time to examine all of the facts? Did you involve others, or did you decide alone? Did you make the decision in a timely manner, or did you procrastinate? Did your decisions align with your goals, or were you swayed by external influences and other people’s opinions? Were there any decisions on your list that you made against your better judgment? Perhaps you had a hunch about what you should do, but you disregarded it. How did those decisions turn out? Write down your observations. Can you identify the habits and attitudes that either helped or hindered your decision making in the past?

Over the years your personal experiences and your daily application of formal knowledge have given you a sixth sense for what will and will not work in given situations. Intuition can serve you well in decision making. Research has revealed decisions based on instinct are frequently more accurate than those based strictly on factual analysis. Your best decisions will draw upon both the logical and the emotional facets of your personality. Listen to your inner voice and be sure your decisions pass the test of plain common sense.

Passing the common sense test is an important component of making a sound decision. However, for more complex decisions there is a proven decision making process which includes six key steps. We will share more specifics on the decision making process in a future post!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.

Do your clients seek you out for advice as it relates to other aspects or decisions for their business?

Do you make yourself available to potential clients and existing clients on a unlimited basis?

There are two very effective ways to generate business. One way is to develop and solidify new client relationships, and the other successful path is to generate more business from existing customers. Experience has proven it is far easier to generate additional business through an existing client than it is to continually manage marketing activities and an ever-growing sales funnel. Therefore, how can you ensure the ability to generate more business with existing clients and enrich both their business as well as yours? Establishing a relationship where you are a go-to resource can strengthen every existing client relationship.

As a result of this article, I am not suggesting that you position your services as the answer to every business need. That is not practical, focused, or effective. However, if you are positioning yourself as a go-to person for thoughts, brainstorming, previous experience, wisdom, or advice you are indeed mastering the role of a trusted advisor. “In a world that is increasingly connected, but also increasingly impersonal, the role of trusted relationships is more critical.” (David H. Maister) Your buyers are typically lonely decision makers searching for relationships that they can trust and find value in. By offering your time to understand every aspect of your client’s business and every challenge they face, you will be able to clearly understand where you can provide assistance.

Never forget that knowledge and information about a client is power. It may not power the sale today, but it will allow you the ability to suggest and provide the right solution at the right time. Trusted advisors also receive more referrals. A company decision maker is more apt to frequently refer someone who is a proven resource in multiple areas, consistently available, and follows through on the details.

A recommendation for your current business plan is to look at all of your existing client relationships and evaluate what you can do to provide more value not in the forms of services per se, but in the form of added value through brain power, ideas, and professional connections. By focusing on your clients entire business, by understanding their needs and concerns, you will see a very positive impact to your sales funnel!

Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, leadership development, executive coaching and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.