Let’s face it: at the beginning of 2012, the new “normal” is one of uncertainty.

It’s more challenging than ever to forecast what’s going to happen three months from now – let alone three years. But, frequently, leaders in the IT sector are expected to make decisions today that their organization will have to live with for years to come.

For those in the IT areas of an organization, making decisions has probably never been as difficult. Forces beyond the leader’s control such as credit availability and business slowdowns are impacting short-term actions. Plans for the longer term are often being put on hold by company brass who are more concerned with other issues that they deem to be more pressing. When pushed for a decision, the brass may simply punt it back to the IT leader herself or himself, asking, “What do you recommend?”

I hear from many IT leaders that they simply don’t have the experience to make some of the required decisions with any degree of confidence. Others are often faced with big challenges even when they push hard for what they believe is right for the company.

Making a long-term recommendation during an economy like this is daunting for anyone. However, in the IT sector particularly, it’s exceptionally tough because of the magnitude of both capital and human resource requirements. In the best situation, the IT boss gets together with the other company chiefs to collectively review each department’s requests, after which they make the most appropriate decision for the company’s long-term health. Unfortunately, such situations take place with less frequency that is preferable.

Additionally, if they do join in, the other department leaders may not be particularly holistic in their approaches. Often they’ll be more focused on their department’s needs while the IT boss knows her/his decisions can affect the entire organization. What to do then?

Here are three tactics I’ve seen used by great leaders. See if one or more can help guide your actions through this difficult economy:

1. Bring in the Marines. The US Marines have a tool they teach upcoming leaders called the 70% solution. Simply put, if you have 70% of the information you’d like to have, have done 70% of the analysis you think is required, and feel 70% confident that you are right – then get on with it. The logic goes like this: A well-reasoned decision, if well executed, has a fair chance of success.

Not taking any action has no chance of success. The worse decision is no decision at all.

2. Listen to your coach. Coaches are trained that asking questions is the best way to help another with their issues. In every meeting, with every person, start every conversation with a question.

There is nobody better suited to act as the company’s internal “business” coach than the IT head who has the best interests of the enterprise as their priority.  Through asking questions, you will learn the good, the bad and the ugly – helping you to make the best decisions.

3. Trust your feelings. Call it intuition, gut instinct, or “the Force”; you have an internal barometer that helps make decisions and take actions. You’ve used it your whole life to make everyday smaller actions and now you need to trust it to guide you in making the bigger ones.

Research indicates that we make good decisions based on our education levels pertaining to the issue at hand. So, if you have more experience dealing with a particular department or activity, you’ll make quicker decisions about it than others would.

I believe that leaders are paid to make decisions. Today more than ever, we need decision makers.  Act like a leader.


Leadership Coach