If you`re someone who agonizes over every decision you make, you are not alone.
Women may be more likely than men to spend more time than necessary worrying about the effects of their decisions and therefore have more trouble making them. One reason is that women still feel more of a need to prove themselves, says Sam Deep, an organizational consultant and author.
”Traditionally there has been a belief on the part of many men and even many women that women can`t cut it as well in the corporate environment,”
says Deep, co-author with Lyle Sussman of ”What To Say To Get What You Want” (Addison-Wesley, $8.95).
”If women are always out to prove themselves, it tends to make them afraid to make a decision because they think it could give their superiors evidence they aren`t worthy.”
But in the do-it-now corporate environment there is little tolerance and even less opportunity for advancement for people who are perceived as slow decision-makers.
One important step in improving your decision-making abilities is recognizing that most decisions do not have earthshaking ramifications, says Deep, a Pittsburgh-area based consultant who conducts leadership seminars for companies such as Kentucky Fried Chicken, Westinghouse and Hallmark.
”Ask yourself what is the worst thing that can happen if the decision turns out to be a bad one,” he says. ”How will you feel about it in a month, in six months and in a year from now? Chances are it will have been forgotten and that by agonizing over it you are giving it much more importance than it deserves.”
If you can`t make a decision until every possible bit of information related to it is on your desk, it`s probably time to rethink your strategy.
”Even if it was possible to have perfect information with which to make a decision, that information becomes less accurate with each passing day because the world changes quickly,” Deep says.
”Your goal should be to make a good decision with limited time and limited information.”
Some people avoid making decisions because they are afraid to take risks. By involving other people in the process you can spread some of the risk around, he says.
”Don`t make decisions for other people without checking with them first,” Deep says.
While there is virtually no way you can please everyone who will be affected by your decisions, he says, discussing plans with those who are affected will help ease the way.
”Don`t think so much about pleasing people with your decisions, but let them know you`ll be there to help them deal with it,” Deep says. In some situations you can ”soften the blow” of your decisions by ”helping them see what`s in it for them.”
For example, if you are moving the office and workers aren`t pleased because there is less space, it might help to explain that you are trying to avoid employee cutbacks by moving to a less expensive facility.
If you are hesitating to make decisions because you are working on a project that will have an impact on your department, get specific directions from your boss.
”Don`t be a nag and say, `I don`t know what you expect of me,` ” Deep says, ”but rather tell her, `These are the five most important things I plan to include in the report` and see how she responds.”
Assessing the boss` reaction will help you overcome insecurities you may have about doing the project the way she wants it done.
Other tips:
– Get feedback about your decision-making skills from your boss, co-workers and subordinates.
”Tell them you are about to embark on a decision and ask them how they felt about other decisions you`ve made,” Deep says.
For example, if your boss thinks you took too long to make a decision or that you should have done more research, you can make adjustments in the future.
– List five things that could go wrong as a result of your decision.
”Do your best to anticipate what may happen, and you`ll be better prepared to deal with it,” Deep says.
– Once you`ve made a decision, take some pressure off yourself and learn to trust your judgement.
”Stop trying to be superwoman,” he says. ”You should tell yourself you are doing the best job you can do.”
LIFELINES
Sales network
The Women`s Professional Sales Network, open to anyone interested in sales, conducts monthly breakfast and dinner meetings in the North Shore area and offers a monthly newsletter. Annual dues: $90; events extra. 708-256-0264.
Customer service
The Chicagoland chapter of the International Customer Service Association, for workers in business-to-business services, offers dinner meetings every other month and two newsletters per year. Annual dues: $30. Barb Pagor,
708-860-7300.
Women entrepreneurs
The Network of Women Entrepreneurs is open to women who have owned their own businesses for at least three years. Annual dues: $100, plus $100 initiation fee. For details, call 708-835-8911.
Women in careers
National Association for Women in Careers offers leadership conferences and training for members. Annual dues: $30 to $60, depending on chapter. For membership information, call 312-938-7662.
Worker`s bookshelf
”Sexual Harassment on the Job,” by William Petrocelli and Barbara Kate Repa (Nolo Press, $14.95); ”Games, Strategies & Managers,” by John McMillan
(Oxford, $22.95).
