Several years back I conceived and funded a small business. My partner and I were very excited about the concept and had sky-high aspirations about the prospects of the business. While the idea was great, I ultimately decided to shut the business down as I felt the cost of keeping the business afloat would continue to outstrip the revenue. I'm not going to bore you with the details of the business; what I do want to do is talk with you about the decision process I went through and how the "morning after" decision making process tipped the scales for me.
The day before making the decision, I walked around our local shopping mall for hours thinking (actually agonizing) through the alternatives. As I was muddling the alternatives, I decided to play out each scenario by thinking about how I would feel waking up the next morning about each alternative. I played this out in my head:
As leaders we are regularly faced with multi-faceted decisions where each alternative has its pros and cons and requires both quantitative and qualitative points of view to make the decision. Many times the decision may be one of a "least-worst" alternative or a less-than-optimal scenario. Using the morning after approach helps us as leaders listen to our gut and balance the quantitative and qualitative aspects of the decision and have more comfort and confidence in the decision.
When faced with a multi-faceted decision, take pause and play out each alternative using the "morning after" approach. You'll have better peace with your decision.
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