Learn How To Fine-Tune Your Decision-Making For Optimal Profits!
In this breakthrough book for business leaders, you’ll learn…
- What profitable outcomes really are for your business (the answer isn’t as simple as you think!)
- Why you can’t expect others to come to the same conclusions you do with identical supporting data
- How decisions made after excruciating consideration can be even more dangerous than those made ‘on the fly’
- How to nurture a culture of good decision-making processes and approaches in order to support your strategy
- How to realistically contextualise the results of your decisions amongst the myriad of other factors
Handle Important Decisions
With Effectiveness And Assurance
In the context of doing business, better decisions mean improved profit. Unfortunately, one of the challenges we face when we have to make important decisions is being a little bit like Goldilocks and having just the right amount of information on which to base a really bad decision.
Another common problem is the idea that the decision itself is the most important step, and so we spend our time happily moving from one decision to the next without leaving time for implementation, which means we don’t actually get the changes, results and benefits that we need.
Most business decisions have implications for the whole team, which brings a whole set of potential problems, such as waiting until you have everyone’s agreement before making a decision, believing that silence from others equals agreement, or being convinced that everyone instinctively knows what needs to be done when the decision is made and will always follow through.
Here are some of the eye-opening facts you’ll discover in this book…
- Why taking on too much of the decision-making can actually weaken your team
- The importance of developing a finely-tuned sense of discernment regarding which decisions to make and which to delegate
- That everyone is bound to their own biases – including you
- How some successful executives trust their instincts too much
- That assigning cause-and-effect to certain situations can impede your effectiveness as a leader
- The best decisions are made when you have both choice and knowledge
We will pay for the full postage and mail it to you.)
A Personal Note From Simon Higgins…
Just like you, I have made and continue to make decisions every day, some consciously and others unconsciously. Along the way, I realised that the better the decisions I make, the more likely the outcomes are to be positive, by which I mean they help me to create the future that I want.
I remember one day realising that, while I could and would often make the decisions that needed to be made, in other cases I would delay over a “fear of getting it wrong” and so would wait until I had more information on which to base my final decision.
The thing is, by not making a decision, I was actually making a default decision to stay with the status quo, which in most instances was not desirable. I came to realise that most times you have to make the best decision possible given the information you have and be prepared to alter that decision when (and if) more up-to-date information becomes available.
In this way, you are more responsive and agile, and more likely to remain relevant.
An important lesson for me was to recognise when this decision-making approach was appropriate and when it was better to wait, which generally comes down to whether the decision would lock me in with no chance to change or back out. This rarely occurs when you have a robust, over-arching approach and process.
About Simon Higgins
With decades in business and the hard sciences, Simon Higgins knows the potential impact every decision can have on a business. Simon started his career as a research scientist and has worked in a range of industries, including mining and smelting in the resources sector, oil refining and heavy logistics in both trucking and rail.
He progressed through several roles in systems design and logistics in both technical advisory and leadership positions. Later, Simon held senior business improvement and business analysis roles in companies as diverse as Comalco Aluminium (part of the Rio Tinto group of companies), Caltex Australia in the refining operations, trucking and logistics services provider BIS Industrial Logistics, and rail company QR/QR National.
Simon has also consulted to a diverse range of businesses across the resources, not-for-profit sectors and private sectors with organisations ranging from a few people to many thousands.
Over more than two decades, Simon noticed that a common theme in all the businesses he worked with is that they are made up of people, and those people make decisions every day. The more senior the role, the greater the implications of the decisions being made. Where the implications are large, a small improvement in decision making can lead to significant business improvements.
Simon also came to understand that, no matter the job and no matter the industry, people are paid for the decisions that they make, both big and small – and people are make innumerable decisions every day.
Simon has made it his mission to impart the gravity of effective decision-making to the business leaders with whom he works in order to maximise their decision-making and, ultimately, their profits. In his new book, Profitable Decision Making, Simon systematically dismantles the key impediments and distractions that can cripple business leaders in their decision-making process.
We will pay for the full postage and mail it to you.)
Learn How To Fine-Tune Your Decision-Making
For Optimal Profits!
In this breakthrough book for business leaders, you’ll learn…
- What profitable outcomes really are for your business (the answer isn’t as simple as you think!)
- Why you can’t expect others to come to the same conclusions you do with identical supporting data
- How decisions made after excruciating consideration can be even more dangerous than those made ‘on the fly’
- How to nurture a culture of good decision-making processes and approaches in order to support your strategy
- How to realistically contextualise the results of your decisions amongst the myriad of other factors