Dec 2008 Presentation Getting Beyond "Maybe" Mangement Indecision

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Presentation from Ted Myers, President & CEO of Digital Lightwave to ASQ Section 1508 on Dec 8, 2008

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Dec 2008 Presentation Getting Beyond "Maybe" Mangement Indecision

  1. 1. Getting Past Maybe Handling Indecision Presentation by: Ted Myers, President & CEO Digital Lightwave, Inc.
  2. 2. Affected by Indecision? <ul><li>You at times have been stuck in maybe? </li></ul><ul><li>You have been affected by the indecision of others? </li></ul>
  3. 3. Affected by Indecision? <ul><li>Affects our personal and professional lives </li></ul><ul><li>Affects the quantity and quality of our productivity </li></ul>
  4. 4. Decisions, Decisions <ul><li>Everyone is confronted with many decisions daily. </li></ul><ul><li>Most decisions happen so fast; the action is immediate. </li></ul>
  5. 5. Decisions Lead to ACTION <ul><li>Decisions lead to ACTION </li></ul><ul><li>ACTION leads to PRODUCTIVITY </li></ul>
  6. 6. Decisions – Ways to Fail <ul><li>Make a wrong decision </li></ul><ul><li>Make a right decision too late </li></ul><ul><li>Make no decision (stuck in “maybe”) </li></ul>
  7. 7. The Way to Succeed <ul><li>The way to win is to make the correct decision in a timely fashion. </li></ul><ul><li>No decision at all can be worse than a non-optimum decision. </li></ul>
  8. 8. The Nature of Indecision <ul><li>Data in opposition and balanced </li></ul><ul><ul><li>Solution: Unbalance the equation </li></ul></ul>
  9. 9. The Nature of Indecision <ul><li>Uncertainty – Insufficient Knowledge </li></ul><ul><li>Solution: Get the knowledge </li></ul><ul><ul><li>Study </li></ul></ul><ul><ul><li>Consult an expert </li></ul></ul>
  10. 10. The Nature of Indecision <ul><li>FEAR </li></ul>
  11. 11. The Nature of Indecision <ul><li>Sometimes you know the answer, but can't confront  'pulling the trigger '. </li></ul>
  12. 12. The Nature of Indecision <ul><li>Solutions: </li></ul><ul><li>Train yourself to confront more and more on a gradient. </li></ul><ul><li>Over come fear by drilling the situation: </li></ul><ul><ul><li>Create the situation with a co-worker or family member. </li></ul></ul>
  13. 13. The Nature of Indecision <ul><li>Rational vs. Irrational Fears </li></ul><ul><ul><li>Rational fear </li></ul></ul><ul><ul><li>Irrational fear </li></ul></ul><ul><ul><li>Ask yourself “Is my fear rational?” </li></ul></ul>
  14. 14. The Nature of Indecision <ul><li>Personal abberations: </li></ul><ul><ul><li>Indecisiveness can be due to a personality type. </li></ul></ul><ul><li>Solutions – Avoid this personality if you can. </li></ul>
  15. 15. Another Tool... <ul><li>Simplify the problem </li></ul><ul><ul><li>The complexity of a problem is proportional to the number of solutions. </li></ul></ul><ul><ul><li>Eliminate some of the solutions and simplify the problem. </li></ul></ul>
  16. 16. Who Suffers Indecision? <ul><li>Ourselves </li></ul><ul><li>Subordinates </li></ul><ul><li>Superiors </li></ul>
  17. 17. Who Suffers Indecision? <ul><li>Handling Subordinates </li></ul><ul><li>Determine which malady they suffer : </li></ul><ul><ul><ul><ul><li>Uncertainty </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Fear </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Personality Type </li></ul></ul></ul></ul><ul><li>Apply the same solutions </li></ul>
  18. 18. Who Suffers Indecision? (Subordiates) <ul><li>Have them write a proper proposal: </li></ul><ul><ul><li>Outline of the situation </li></ul></ul><ul><ul><li>Collection of pertinent data </li></ul></ul><ul><ul><li>Presentation of data and salient facts </li></ul></ul><ul><ul><li>Their recommendation for your approval </li></ul></ul>
  19. 19. Who Suffers Indecision? (Superiors) <ul><li>Can be difficult and frustrating </li></ul><ul><li>Handling indecision from superiors </li></ul><ul><ul><li>Help your boss – Write a proposal as stated above </li></ul></ul><ul><ul><li>If that fails, use “tacit” approval </li></ul></ul>
  20. 20. Who Suffers Indecision? (Superiors) <ul><li>Old Adage: </li></ul><ul><li>  'It is easier to beg forgiveness than ask permission' </li></ul>
  21. 21. Tolerance of “Gray” <ul><li>Tolerance of levels of gray in decision making--- </li></ul><ul><ul><li>Engineers work in black & white </li></ul></ul><ul><ul><li>Many business decisions have levels of gray - many unknowns </li></ul></ul><ul><ul><li>Incomplete data </li></ul></ul><ul><ul><li>Tolerance for 'gray' will grow </li></ul></ul>
  22. 22. In Summary <ul><li>Identify your situation and handle it. </li></ul><ul><li>You will get better with more experience </li></ul><ul><li>Take some responsibility </li></ul>
  23. 23. In Closing... <ul><li>Hope this helps you become more decisive and productive </li></ul><ul><li>You may make some mistakes, but you will boost productivity overall </li></ul><ul><li>Final Thought ... </li></ul>
  24. 24. In Closing... <ul><li>“ The only people who never do anything wrong are the people who never do anything.” </li></ul>

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