IN THE TRENCHES: Are you a decision-maker or a procrastinator?
IN THE TRENCHES: Are you a decision-maker or a procrastinator?
Suppose your boss comes to you one day and says, "We have a sudden urgency that requires some quick decisions. Corporate headquarters has instructed us to downsize our workforce by 10 percent. You have to cut four people from your department. I need the names on my desk within an hour."
How would you react and which decisions would you make? Would you get angry, complain or just sit back and procrastinate? Some people would probably focus their thoughts on finding reasons why it can't be done rather than getting it done.
But let's consider more carefully the key words in your boss' statement. He or she said, "I need the names on my desk within an hour." That means you must make a fast decision as to whom you will cut back in your department. This is like Yankee shortstop Derek Jeter fielding a ball with runners on first and third and one out. Does he throw it home to cut off the run or toss it to second hoping to complete a double play? One way or another, a decision must be made fast.
Most of what management people do is make decisions. But too often, they hesitate and sit on decisions in fear of making a mistake. Many executives turn to other sources to help them make decisions rather than simply trusting their own judgment. This may be fine for major decisions, but not for those that are uncomplicated and require a simple yes or no response. Relying on others to make the elementary decisions is not at all a sign of a healthy company.
There are two types of decisions: expensive and inexpensive. The expensive decisions usually take more time to implement. For example, a decision to build a new produce packing plant or supermarket should not be made hastily.
On the other hand, an inexpensive decision should be made as quickly as possible. A decision about a revised delivery schedule, handling a new item, a special product deal or simply which brand of kumquats to buy should be quick and easy. There is no reason for it to take four or five weeks to accomplish. The entire company can be out of business while an executive dangles between the pink or purple label on the package of kumquats.
The old ways of people doing only what they are told are long gone. With technological information today and a slimmer workforce, people are expected to solve problems by making decisions and circulating them to upper management. Decisions today have to be made in a timely manner.
Many people will make a decision only if it is easy. You know who they are, don't you? They walk around the more difficult business circumstances that lie beyond their own comfort zone. A faulty decision is their biggest fear.
Here are three questions: Think of any produce item and try to answer all three. Is this produce item consumer safe? Should we carry this produce item? Will this produce item sell?
I'll bet the first question would determine your answers to the second and third questions. This is because of the influence the first question has on making decisions on the entire subject. If you feel there is a risk factor in answering whether the item is safe for consumers, then there will be risk factors in whether to carry the item or even if it will sell.
It's amazing how we get so hung up in making a decision out of fear of thinking it will be wrong and make us look bad. In this very fast-paced and sensitive business world today, people are making "play-it-safe" decisions under duress. Their biggest fear being second-guessed by upper management and colleagues.
Glance back in your career and think about how many decisions were made that you regret.
I personally admit to my share of decisions that caused me considerable grief. Although decision making is often unpredictable and mind-boggling, it can also turn out to be very fruitful.
Working with so many different companies in the produce industry, I often discover the decision-making process to be a self-defeating practice. It's absolutely astounding how some management people dance around subjects on a daily basis that only require simple decisions in order to move on to the next level of business.
With the food industry growing in many different directions these days, it has changed the speed at which we make decisions. The global produce environment has created new companies and business opportunities that are opening up all over the world. There is no room for procrastination in any company seeking to open trade relations in this market. Hesitating to make rapid decisions will not be acceptable.
Too often, management drags its feet and delays making decisions for fear of a costly failure. In those situations, the only failure is taking no action at all. You have two choices today: You can either beat around the bush by doing nothing and be devoured by your competition, or you could do your homework well, make the decision and enjoy success for yourself and your company.
The common phrase, "I'll think about it," will defeat you every time.
(Ron Pelger is the owner of RONPROCON, a consulting firm for the produce industry. He can be reached by phone at 775/853-7056, by e-mail at [email protected], or check his web site at www.power-produce.com.)
How would you react and which decisions would you make? Would you get angry, complain or just sit back and procrastinate? Some people would probably focus their thoughts on finding reasons why it can't be done rather than getting it done.
But let's consider more carefully the key words in your boss' statement. He or she said, "I need the names on my desk within an hour." That means you must make a fast decision as to whom you will cut back in your department. This is like Yankee shortstop Derek Jeter fielding a ball with runners on first and third and one out. Does he throw it home to cut off the run or toss it to second hoping to complete a double play? One way or another, a decision must be made fast.
Most of what management people do is make decisions. But too often, they hesitate and sit on decisions in fear of making a mistake. Many executives turn to other sources to help them make decisions rather than simply trusting their own judgment. This may be fine for major decisions, but not for those that are uncomplicated and require a simple yes or no response. Relying on others to make the elementary decisions is not at all a sign of a healthy company.
There are two types of decisions: expensive and inexpensive. The expensive decisions usually take more time to implement. For example, a decision to build a new produce packing plant or supermarket should not be made hastily.
On the other hand, an inexpensive decision should be made as quickly as possible. A decision about a revised delivery schedule, handling a new item, a special product deal or simply which brand of kumquats to buy should be quick and easy. There is no reason for it to take four or five weeks to accomplish. The entire company can be out of business while an executive dangles between the pink or purple label on the package of kumquats.
The old ways of people doing only what they are told are long gone. With technological information today and a slimmer workforce, people are expected to solve problems by making decisions and circulating them to upper management. Decisions today have to be made in a timely manner.
Many people will make a decision only if it is easy. You know who they are, don't you? They walk around the more difficult business circumstances that lie beyond their own comfort zone. A faulty decision is their biggest fear.
Here are three questions: Think of any produce item and try to answer all three. Is this produce item consumer safe? Should we carry this produce item? Will this produce item sell?
I'll bet the first question would determine your answers to the second and third questions. This is because of the influence the first question has on making decisions on the entire subject. If you feel there is a risk factor in answering whether the item is safe for consumers, then there will be risk factors in whether to carry the item or even if it will sell.
It's amazing how we get so hung up in making a decision out of fear of thinking it will be wrong and make us look bad. In this very fast-paced and sensitive business world today, people are making "play-it-safe" decisions under duress. Their biggest fear being second-guessed by upper management and colleagues.
Glance back in your career and think about how many decisions were made that you regret.
I personally admit to my share of decisions that caused me considerable grief. Although decision making is often unpredictable and mind-boggling, it can also turn out to be very fruitful.
Working with so many different companies in the produce industry, I often discover the decision-making process to be a self-defeating practice. It's absolutely astounding how some management people dance around subjects on a daily basis that only require simple decisions in order to move on to the next level of business.
With the food industry growing in many different directions these days, it has changed the speed at which we make decisions. The global produce environment has created new companies and business opportunities that are opening up all over the world. There is no room for procrastination in any company seeking to open trade relations in this market. Hesitating to make rapid decisions will not be acceptable.
Too often, management drags its feet and delays making decisions for fear of a costly failure. In those situations, the only failure is taking no action at all. You have two choices today: You can either beat around the bush by doing nothing and be devoured by your competition, or you could do your homework well, make the decision and enjoy success for yourself and your company.
The common phrase, "I'll think about it," will defeat you every time.
(Ron Pelger is the owner of RONPROCON, a consulting firm for the produce industry. He can be reached by phone at 775/853-7056, by e-mail at [email protected], or check his web site at www.power-produce.com.)
