A Framework for Leaders Facing Difficult Decisions

 

Leaders operate under time pressure and use an objective basis to overcome bias. But this may be difficult when it is necessary to make decisions based on subjective information with conflicting courses of action. Here it is necessary to balance three subjective dimensions.

• Ethics, principles that are acceptable in the organisation or society.
• Morals,  our internal sense of what is right or wrong
• Role responsibilities,  our understanding of responsibilities with the role in the organisation.

When these come into conflict with each other there is no easy solution. But by carefully examining these factors leaders can make decisions that reflect the best balance among the three principles. It should also be remembered that these three principles are not static and more often dictated by the social changes taking place. 

Leaders are required to continuously update their understanding of the ethical framework. One way would be to have a diverse team that obtains different perspectives based on experiences, values and continuously attune the moral code.

Again the role may change over an individual's career and this requires to be evaluated and revised as the role evolves. Learning to recognise these priorities is the key to leading with integrity. Actively examining our values and seeking alignment between any two of the factors will help in making decisions that one faces. Ask yourself the following five questions, to understand your moral, ethical and role responsibilities.

Clarify your world view

• How do you want to be perceived as a leader? 
• What do you stand for?
• What is the purpose of a business?
• What is one's purpose within the business?
• What are you willing to sacrifice in service of the desired goal?

Choose a recent decision and evaluate against the above factors.

• How does this decision align with ethical, moral, role responsibilities?
• If one were to take the decision now, would it be different?
• Is there anything to adjust about your understanding of the roles in the light of these observations?

Look at a decision you have to make soon

• What should one do to make a decision completely aligned to moral, ethical and role responsibilities?
• What are you willing to compromise, if it is not possible to align the decision with all the three factors?

Develop a plan to communicate the decision.

• Would it be difficult to communicate this decision?
• What can you do to increase the probability of it being understood the way t was intended?
• How can you address any inconsistencies when communicating the decision?

As a leader, one must send a clear, consistent message. Articulate with clarity and employees will accept it even if they do not like it. Focus the communication around reasons for this decision and how they align with the morals, ethics and the role responsibilities.

Engage in self-reflection.

• Were you completely honest with yourself?
• What values do you give precedence to?
• Do you adjust any moral, ethical responsibilities to how you actually act?

This process is not easy. It is necessary to invest in understanding your values, cultivating it, ensuring you serve as a force for good in a world full of less moral players. 

The more one examines the decision-making framework in the abstract, the better-equipped one would be to take tough calls. Each decision would help in the sharpening of one's morals, ethics and roles.

A Framework for Leaders Facing Difficult Decisions

by Eric Pliner HBR 2020/10