![]() ![]() Remember, this is not just something happening in your head anymore. Step 2: Determine which path will get you there the quickest or most cost-effective way with the least amount of stress involved. Why are you making the decision? Is this decision going to help you out in the long run or not? What will this decision do for your life if done correctly, and what could it possibly do if done incorrectly? Decide on what outcome you want to see and choose which road will give that result. Step 1: Decide on what you want to get out of it. The following steps will help you make a decision quickly and easily without too much stress involved. The second step is to choose one of your options, and the third step is to come up with a plan.ĭecision-making can be difficult for many people, but it does not have to be. One way is brainstorming all of your options. There are different ways for being able to come up with a decision. Decision-making can be difficult, but if followed by the proper steps, it should be quick and stress-free. Only you can do that.A decision is a choice that determines what you will do or how you will proceed. Shaping a crisp narrative to an executive could launch your career from individual contributor to trusted advisor.Īlthough the numbers themselves are important, what leaders need from you is not just data, but an explanation as to what the action you’re proposing will mean for business outcomes.ĭata alone can’t communicate a strategic vision for the future of your team, your organization, your industry. Getting others to buy in to executing on a decision made from data requires communication skills that are part art and part science. While a chart alone might be clear to you, your leaders may have a different depth of understanding about the data.ĭecisions that seem obvious to you, may not be obvious to others without clear communication. The more strategic a decision is, the more leaders need you to explain your reasoning clearly-with words and visuals. Merging with a competitor, opening a new market, or even transforming the type of business you’re in are very big changes data can inform you, but data rarely explicitly states what to do. The stakes involved in strategic decisions can be intimidating because if you make the right bet you could gain market share, but the wrong decision can have you meeting with teams about layoffs.Īlso, data can help you predict a future direction, but it also takes intuition and guts to choose what to do. You’d synthesize information from a variety of internal and external sources. These data points might not come from one place. You use current data to project where you should go in the future. Strategic decisions determine the future path of an organization, industry, and beyond. These insights are often uncovered through dashboards and reports you see on a regular basis. ![]() You might notice a sudden drop in sales for a certain product line, or a trend of increased freight costs in a certain geographical area. Were these numbers expected? Or is there an unexpected irregularity that requires we change? Whether viewed daily, weekly, monthly, quarterly, or annually, performance-data allows you to make informed decisions by evaluating how data changes over time. Operational decisions require continuous analysis to gauge performance, often in real time. You may decide to renew an ad campaign, check how much sales dropped from a price increase, or understand why a project is over budget. One data point could confirm you should stop an activity, start something new, or continue with what you’re doing because what you’re doing is working. Typically, one simple table or chart may give you the information you need. These more tactical and low-risk decisions don’t require vast analysis, you simply ping a dataset for a yes or no answer. You might be stuck, but one glance at some hard facts may help determine what to do. A range of decisions from tactical to strategic ones are made by querying data.ĭiscrete decisions often require only one single data point to come to a conclusion. Understanding data is no longer novel in organizations, it’s expected. Should we acquire another software company? You sure as h*ll better check the data. Should we change global freight carriers? You check the data. Should we hire another salesperson? You check the data. Business, Data and analytics, Presenting, Storytelling, Strategyĭata drives decision-making across every industry. ![]()
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