Sometimes you’re right and sometimes you’re wrong, but jumping to a conclusion about people is never a good idea. Leaders who jump to conclusions about others make fast assumptions on limited information. This ultra-decisiveness generally leads to poor or wrong choices that play out negatively in interaction.
I guess you could look at decisiveness as also jumping to conclusions. Maybes it’s two sides of the same coin?
We need to be aware if we have the tendency to jump to conclusions too quickly. If we can do that then we have a chance.
The biggest risk is with recruitment. If we start to see someone as the answer we can find ourselves overlooking or choosing to overlook flaws that will intimately mean this person is not suitable. I guess the opposite is true too.
Jumping to a conclusion is skipping over the decision making process and going straight to the decision. Leaders need to be decisive. They just need to be open to new information if it is available and update their priors if warranted. This is when 3rd parties (typically a very good HR Business Partner) can be a valuable asset. To challenge predisposed notions, offer new evidence, basically serve as an arbitrator to help make the best decision possible given all the information that is available.
I guess you could look at decisiveness as also jumping to conclusions. Maybes it’s two sides of the same coin?
We need to be aware if we have the tendency to jump to conclusions too quickly. If we can do that then we have a chance.
The biggest risk is with recruitment. If we start to see someone as the answer we can find ourselves overlooking or choosing to overlook flaws that will intimately mean this person is not suitable. I guess the opposite is true too.
Why ís decisiveness considered a strong leadership trait? Seems like the small majority of the time it’s a liability.
Jumping to a conclusion is skipping over the decision making process and going straight to the decision. Leaders need to be decisive. They just need to be open to new information if it is available and update their priors if warranted. This is when 3rd parties (typically a very good HR Business Partner) can be a valuable asset. To challenge predisposed notions, offer new evidence, basically serve as an arbitrator to help make the best decision possible given all the information that is available.