We’ve all been there countless times. A decision needs to be made and the uncertainly surrounding it has got us flummoxed. Maybe it’s a big purchase and we’re not sure it’s worth it. Perhaps the team is looking to us for guidance on how to proceed. Maybe we need to have a difficult conversation with someone and we’re not sure how they’ll react.
Managing the discomfort triggered by uncertainty can cause us to hesitate, procrastinate, or even freeze because we fear embarrassment, failure or blame if things don’t work out. But it doesn’t have to be that way. There are three simple steps the best decision-makers use to manage this discomfort. Yes, I said “manage” not “eliminate.” Since your brain’s foremost job is to keep you safe, it will release the stress-producing hormones adrenaline and cortisol into your nervous system anytime it perceives a threat. Uncertainty is one of those threats. There is no way to eliminate this phenomenon, but you can manage it. Here’s how the best decision-makers do so. Watch them and you’ll see this process in action.
First, they acknowledge that discomfort will be part of the making the decision. The amount of stress they feel will depend on how familiar they are with the situation. If this is the first time they’re making a decision of this sort, they will probably feel more discomfort. If this decision is similar to decisions they’ve made in the past, then the discomfort may only be momentary. In any case, this acknowledgement enables them to better frame the discomfort and compartmentalize it. There might be a silent self-talk that takes place, as in, “I know I’m going to feel a bit of stress in acting on this decision. But that’s only natural. I am well prepared, so it will go away once I begin.” Many times, intuition plays a role in this as well. If they have been in a similar situation, the brain will say, “Oh, this is just like the time you . . .” and reduce the stress involved because it recognizes a familiar situation. In other words, familiarity begets comfort.
Second, they ask, “What does success look like?” Chances are, you won’t hear them ask this question out loud. But what they are doing is developing a clear vision of the desired outcome. If they are making a large purchase, they might imagine how it will feel to have that object in their possession and know that they have made a wise choice. If they’re engaging a vendor, they will develop a clear vision of how the relationship will develop and the quality of work that will be performed. If they need to have a conversation with someone or make a presentation, they will develop a clear vision of how that time will go and how they will feel when the conversation or presentation is over. In all three of these situations, the best decision-makers will use these visions as benchmarks in preparing to make and act on the decision. Once the decision has been acted upon, they can then go back and compare the vision with the actual outcome and learn from that.
Third, they anticipate possible obstacles and reactions and prepare to respond. Let’s be honest; no decision goes exactly the way you expect. There are always some variances. In most cases, this is okay, as long as the overall outcome is achieved. But in a few cases, things can go significantly wrong. That’s where anticipation and preparation is essential. When working on projects and making significant monetary decisions, these decision-makers take time to consider potential obstacles, delayed timelines, costly mistakes and other mishaps that might derail their well-crafted plan. Then they develop responses or plans to deal with these disruptions. If the decision involves others, they work to anticipate how the other person or persons might respond. What might the other person say? What arguments might the other person use? What emotions might the other person express? Being well prepared helps the best decision-makers successfully manage a host of unexpected disruptions and focus on the desired outcome.
In situations where the decision will involve others, these decision-makers will also rehearse what they are going to say before acting on the decision. Initiating a difficult conversation, such as correcting behavior, is a good example. The last thing they want is for the other person to react in a way they have not anticipated. This can lead to miscommunication, allowing the other person to manipulate the outcome or simply a failure to follow the decision or action through to the desired outcome.
Managing the discomfort triggered by uncertainty when making decisions, allows the best decision-makers to consistently achieve their desired outcomes. How about you?