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领导力

励志大师:追求完美决策是愚蠢的行为

Tony Robbins 2019年03月30日

领导者会做出一般人无法或愿意做出的决策。但最优秀的领导会使用某种机制来确保其选择最优的方案,并减少任何潜在的不利影响。

对于大多数人来说,决策是一个令人头疼的问题。他们会因为害怕或感到不确定而犹豫不决,或者仅仅是因为无法承受这一切,不知道应该从哪里入手。

领导者会做出一般人无法或愿意做出的决策。但最优秀的领导会使用某种机制来确保其选择最优的方案,并减少任何潜在的不利影响。

我还记得,我曾经与施瓦茨科普夫将军讨论过导师的事情,这些导师曾经塑造了我们对生活和决策的认知。他曾经谈到他在成为我们如今所熟知的“Stormin’ Norman”之前曾经效力过的一位将军。他提到了一件事情,有人要求这位将军对沉寂了近10年的一件事情做决定。这位将军看了看这些人,然后说:“先生们,答案很明显。”然后他便给出了答案。他说:“这就是我们的决定。开始做吧。”

在这些人离开后,施瓦茨科普夫走到将军眼前说:“可否允许属下发言?”将军回答道:“当然。”施瓦茨科普夫说:“将军,我觉得您完全不知道这些人都在讨论什么。”

这位将军笑了笑说:“没错。我对此一无所知。”然后他说:“但是你知道吗,10年来没有一个人愿意为这件事情做决策。10年来,他们一直在讨论这件事情,各种反复,其中不乏一些最精明强干的人,但他们依然没能提出任何解决之道。所以可想而知,我们得选一个方法并加以实施。这就是我刚刚做的事情。因为我觉得,如今所有那些最优秀的人都会开始着手去做,也许会奏效,也许不会。但他们会知道这条路行不通,然后我们再去改变方向,继而走上正轨。但目前的问题在于,这件事情已经成为了毫无任何进展的僵局。决策就是力量,我来这里的目的就是做决策。这也是我的职责使然。当领导的就得担负这个责任。”

试想一下,在决策时追求完美实属愚蠢。人们必须抛开恐惧,抛开对失败的担忧。唯一的失败就是未能做出任何决策,也就是推卸你明知道必须由自己担负的责任。

当我做艰难的决策时,我会使用六步流程,它不仅能够帮助我做出最佳决策,同时还可以减少任何决策的不利影响,因为我们都知道决策拥有什么样的力量。

该机制被称为OOC/EMR。需要说明的是,所有这一切都应该通过书面完成,这样就不会因为可能出现的情况而步入死循环。

步骤如下:

明确你要的结果。

你希望得到什么样的结果?为什么要实现这一结果?你必须明确了解自己希望获得的结果及其重要性顺序。记住,首先是原因,随后才是答案。

了解自己都有哪些可选方案。

写下所有可供自己选择的方案,包括那些乍一听不太现实的方案。记住以下原则:只有一种方案意味着毫无选择可言;两种方案会让你陷入两难境地;三种方案才能让你有选择的余地。不管你喜欢与否,把所有可选的方案都写下来。

会有什么样的后果?

每一种方案都有哪些优缺点?你能够通过这些方案获得什么,以及付出什么样的代价?

对你的可选方案进行评估。

评估每一项方案的优缺点(后果),并回答以下问题:

1. 会给预期结果带来什么样的影响?

2. 每一项优缺点对于实现预期结果有多重要(1-10分)?

3. 有利/不利影响发生的概率是多大(0-100%)?

4. 如果在实际中执行这套方案,那么会获得哪些情感利益或产生什么样的后果?

在完成这个步骤之后,你便可以删除清单中的一些方案。

规避损失。

评估每项剩余方案的不良后果。然后思考替代方式来消除或减少这些负面影响。

决心。

根据最为可能发生的后果,选择最能够确保你实现预期结果或需求的方案。

1. 选择最佳方案,强化自身决心,确保其奏效。

2. 要坚信,不管发生什么,这个方案都会让你旗开得胜。

3. 设计实施计划,然后尽最大努力去实施。

记住,最好是先制定决策,然后观察是否需要调整你的方法,而不是依然在决策面前犹豫不决。(财富中文网)

托尼·罗宾斯是一名企业家、畅销书作者、慈善家以及生活和俄商业策略师。38年多以来,他一直为全球最优秀的运动员、明星、《财富》美国500强企业首席执行官,甚至是国家总统提供过咨询和培训服务。

译者:冯丰

审校:夏林

Most people are anemic when it comes to decision-making. They get paralyzed by fear or lack of certainty – or they just get overwhelmed and don’t know where to start.

Leaders make the decisions that no one else can – or will – make. But the best ones use a system to ensure they are choosing the best possible option and reducing any potential downside.

I remember one time I was talking to General Schwartzkopf about mentors that have shaped our beliefs about life and decision-making. He spoke of one of the generals that he had worked for, before he was the “Stormin’ Norman” we know him as today. He recalled a situation in which the man was asked to make a decision that had been stagnant for almost 10 years. The general just looked at them and he said, “The answer is obvious, gentlemen.” And then he gave them the answer. He said, “That’s our decision. Move on it.”

After they left, Schwartzkopf went up to the general and said, “Permission to speak freely?” He replied, “Certainly.” He said, “General, I know you don’t have a clue what those guys were even talking about.”

The general smiled at him and he said, “You’re right. I didn’t understand all of it.” And he said, “But you know what? This has been a decision that no one’s been willing to make for 10 years.” He said, “For 10 years they’ve talked about it, going back and forth. The best minds have been on it, and they can’t decide one way or the other, so you know what? We need to pick one and do it. So I just did. Because I believe that now all the best people are going to go to work on it, and they’ll either make it work or they won’t. They’ll see it’s not working, and we’ll change directions, and we’ll do what’s right, but what’s happened right now is a logjam of nothingness. Decisions are power, and I’m here to make them. That’s what I’m in position for. That’s what I’m a leader for.”

Think about it. Trying to be perfect when it comes to decision-making is insane. You’ve got to stop being fearful; you’ve got to stop worrying about failure. The only failure is failing to decide, putting off what inevitably you know you need to do.

When I make tough decisions, I use a six-step process that not only helps me make the best possible decision, but also reduces the downside of any decision, because we all know that decisions have power.

The system is called OOC/EMR. I should mention that all of this should be done on paper so you don’t get stuck “looping” through potential scenarios.

Here’s how to use it:

Get clear on your outcomes.

What is the result you are after? Why do you want to achieve it? You must be clear about your outcome(s) and its (their) order of importance to you. Remember, reasons come first, answers come second.

Know your options.

Write down all of your options, including those that initially may sound far fetched. Remember this principle: One option is no choice. Two options is a dilemma. Three options is a choice. Write down ALL options whether you like them or not.

What are the consequences?

What are the upsides and downsides of each option? What do you gain by each option and what would it cost you?

Evaluate your options.

Review each of their upsides and downsides (consequences). Ask yourself:

1. What outcomes are affected?

2. How important (on a scale of 0-10) is each upside/downside in terms of meeting your outcomes?

3. What is the probability (0-100%) that the upside/downside will occur?

4. What is the emotional benefit or consequence if this option were to actually happen?

After completing this stage, you will be able to eliminate some options from your list.

Mitigate the damage.

Review the downside consequences for each of your remaining options. Then, brainstorm alternative ways to eliminate or reduce those downsides.

Resolve.

Based on the most probable consequences, select the option that provides the greatest certainty that you will meet your desired outcomes and needs.

1. Select your best option and strengthen your resolve to make it work.

2. Resolve that, no matter what happens, this option will give you a win.

3. Design your plan for implementation and then take massive action.

Remember, it’s better to make a decision and monitor to see if you need to shift your approach than to remain paralyzed in indecision.

Tony Robbins is an entrepreneur, best-selling author, philanthropist and a life and business strategist. For more than 38 years, he has consulted and coached some of the world’s finest athletes, entertainers, Fortune 500 CEOs, and even presidents of nations.

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