This decision is full of bad options and a good dose of uncertainty. Do you stay in your depressed community where your kids go to school? Or do you move to another state where jobs are more plentiful? It’s not entirely surprising since your company - and the community you live in - has been struggling. Here’s another tough decision scenario: You were just told that you’ve been laid off. And, if you don’t get it right, your reputation with all of these stakeholders will take a serious hit. Your decision will favor winners and losers: desperate customers, angry sales reps, and frustrated factory employees. Now you have to decide which ones to fill, which to delay, and which to turn away. Your plants are facing severe capacity and material constraints and you know you can’t fill these orders. You know you should be celebrating, but instead, you feel gut punched. Imagine this: You’re a general manager for a manufacturing company and orders are up. Their willingness to “take one for the team” should count in their favor. When your decisions result in harm for some, frame the harm as a sacrifice they’re making for the greater good. You don’t wish negative consequences on anyone, but it’s impossible to avoid. Explain that you are in a bad situation where any decision you make will harm someone. Be as clear as possible about your intention. reduce the harm the decision will cause others. To handle value complexity, think about ways that you can help others – especially those who will be harmed – understand why you decided what you did. Ask, “Can we do both?” and “What other options are available?” Then find a low-risk, small-scale way to test your options. For example, to reduce the uncertainty in a decision, you should challenge any either/or assumptions you’ve made. To overcome these issues, there are several things you can do. When you’re faced with a tough call, consider two features that often make these decisions so difficult: uncertainty and value complexity, or the notion that any choice will compromise your values. Every leader has to make tough decisions that have consequences for their organizations, their reputation, and their career.
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