It is not easy to retrace this theme in its multiple variants, and the primary intention of this space is to provide some elements that allow us to think, after locating some difficulties, valid alternatives capable of avoiding them.
In much of our region it is observed that the profile of the SME entrepreneur is the one that prevails with its particular characteristics and ways of being. Many times they run companies that they or their parents founded; and they did it combining intuitions, knowledge and experience with the different situations of the country. In this sense, it is possible to find a high personalism in the design, construction and maintenance of organizational architecture. Personalism that can also be seen in the decision-making process. In fact, many of the final elections are ended by the owner of the company, who is also General Manager and undisputed number 1.
Such choices range from the need to incorporate one person, disassociate another, buy machinery, invest in technology, build a new ship, buy land, among others relevant. But it can also be said that in many cases he is responsible for choosing the tiles for the employees' bathroom, or the dining room menu. Even the color of the uniforms and the parking space for each one.
This ingrained habit of being everywhere, as a way to have absolute control of situations and people, generates unfortunate consequences for the Leader, since his main function is blurred, which is to manage the company comprehensively.
When employees say, "More decisions need to be made here," it can be a sign that your Leader is so mired in trivia that he can't think of meaningful issues. And from the businessman's side, you hear: “I live putting out fires. They have offered me a loan in the Bank for months and I cannot finish defining if I use it to buy more vehicles and make deliveries more efficient, or to acquire the land next door to enlarge the deposit. ”
Everyday issues like these are highlighted on the desks of many organization headlines. Owners who do not find a way out of this labyrinth, and begin to suffer the negative consequences of not having a correct process for making effective and timely decisions.
Separating the chaff from the wheat. Types of decisions
First of all, it is useful to go to an image provided by the nautical: In every boat, regardless of its size, there is the so-called waterline. She makes a difference between what is critical and what is not. A break below the waterline equals an emergency. On the other hand, if it happens above it, it can be solved with some tranquility.
The image is an interesting resource to think about a first division between strategic and operational decisions. The former, those below the waterline, are the exclusive property of the leader and the latter can be delegated to others.
As an example of strategic decisions can be identified all those that involve a high impact on the organization, in the medium and long term. The operations do refer to the health of the business, but they can be carried out by managers or area managers who demonstrate suitability in the matter in question. This being the case, the leader who is able to delegate most of these elections to key people will have an important section of the road traveled; And your peace of mind will start to grow gradually once you experience the positive results of them.
In another order of things, it is also the power of the leader to share the strategic issues with people he trusts, whether they are part of his staff, a specially created Committee or external advisers. And it should be noted here that choosing between alternatives in solitude or in a group way implies in itself a choice.
It is necessary to take into account that there are advantages and disadvantages on both sides; and that the convenience and inclination for group decisions can be determined when the following variables are presented:
- Elections that do not involve emergencies. Without time pressures, those that need greater legitimacy to be accepted by staff or… When the information necessary to solve a problem is too fragmented or dispersed in various areas of the company.
The key to consider here is to be clear in advance what will be the degree of real participation that the other guests will have in the process, since a communication error could be a certain difficulty for the future. Specifically, the employer must choose between granting only one share to express an opinion or attributing the entire responsibility of, effectively, choosing between alternatives. Those who are invited at this table must know what is asked of them and not confuse them; since it is harmful for people to be called to decide something, when in reality it is only intended to listen to their point of view.
Keys to the leader who decides alone
On the other hand, the decisions that are assumed in solitude carry a high burden of individual responsibility, and have that appeal that only what is capable of bringing admiration from others implies. This is one of the main reasons why leaders hoard for themselves the weight of most decisions since, under the excuse of assuming their responsibility, they deeply feel that massage to the ego that gives them the feeling of recognition of employees. It should also be said that this is not free, and that its currency is psychic wear, discomfort or stress as a consequence. The repeated question: "Will I be taking the right path?" will try to find an answer in what follows.
The SME entrepreneur often boasts of his intuition. And, considering the results they achieve, in many cases it is necessary to recognize the truth in it. However, it was time for intuition to put a quota of rationality if it is to reduce the volumes of uncertainty and anguish that occur in those moments when, using a soccer metaphor, it is required to throw yourself into a stick.
Thus, it is essential to understand that in these times the management of management indicators becomes vital for the sustainability of any company. There is no fear of numbers or measurements. Conversely.
It is true that the Excel tables do not have that quota of lyricism and mischief appreciated by many businessmen, but they are irreplaceable.
Indicators such as Stock Management, Absenteeism, Rotation, Employee Productivity Degree or Break-even Point become essential allies to guide the leader on the path to achieving his set goals. Having roadside beacons allows words like business plans, budgets, and goals to become measurable and observable realities.
In addition to these, it is worth mentioning the well-known Critical Path methods, Gantt diagram, Ishikawa diagram or fishbone, which cooperate substantially in decision-making. And although all these tools have somewhat sophisticated names, they are very simple to use and powerful in terms of the benefits they produce. In short, taking advantage of them is also a business decision that basically only seeks one thing: the best for your company.
