Ever had to make a difficult decision? I sure have.
Of course, what counts as “difficult” depends on who you are, your level of experience, and the magnitude of responsibility. Harry Truman had to decide to drop an atomic bomb on Japan, to deploy U. S. forces to the Korean peninsula, and to relieve General MacArthur of his command.
You’ll probably never have to make decisions on that scale.
But you do have to make decisions that—for you—are difficult, even agonizing. Besides the complexity of information to process, the feelings of the people involved, and the conflicting stories you are hearing, you face another big obstacle to good decision-making: yourself.
I don’t mean your own weaknesses, lack of experience, etc. I mean this: the very pressure to decide can compromise a leader’s ability to make a good decision. This is why a friend of mine once told me that the right decision is abundantly clear until you’re the one who has to make it.
If only you could split yourself into two people—the one who bears the responsibility to make the decision, and the one who, free from that responsibility, can see what the right decision should be.
I know of only one way to do just that, and here it is: Take some time to write out—or at least think out—the decision as if it were a section in a historical biography. Fast-forward twenty-five or fifty years—when the dust has settled and emotions have cooled, when the principles at stake are better understood and the guiding values come into focus, when the decision may be viewed as a laudable step forward in the march of history, even if it’s just your personal history or the history of the organization you lead.
Then, from that serene vantage point, you may just get a better glimpse into what the right decision should be, and—just as importantly—gain fresh courage to execute it.