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Liz thought her business may achieve greater sales if it began to serve diabetics instead of unpredictable dieters. Her ability to connect the dots ultimately caused a rewarding modification in product mix from low-carb to sugar-free cakes. To enhance your ability to interpret: When analyzing ambiguous data, list at least three possible explanations for what you're observing and welcome perspectives from varied stakeholders.

Actively try to find missing information and evidence that disconfirms your hypothesis. Supplement observation with quantitative analysis. Action awaygo for a walk, take a look at art, put on nontraditional music, play Ping-Pongto promote an open mind. Decide In Look At This Piece , choice makers might need to make difficult calls with insufficient details, and typically they should do so quickly.

They don't shoot from the hip but follow a disciplined process that stabilizes rigor with speed, thinks about the compromises involved, and takes both brief- and long-lasting objectives into account. In the end, strategic leaders must have the guts of their convictionsinformed by a robust choice process. Janet, an execution-oriented department president in a technology organization, liked to make choices quickly and keep the procedure simple.

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Sadly for her, the industry was moving rapidly as nontraditional rivals from Korea began taking market show lower-priced items. Janet's instinct was to make a tactical acquisition in an inexpensive geographya yes-or-no propositionto protect the business's competitive rates position and market share. As the strategy's champ, she promoted a fast thumbs-up, however since capital was brief, the CEO and the CFO resisted.

The group elected to take a methodical technique and explored the possibility of a joint endeavor or a tactical alliance. On the basis of that analysis, Janet eventually pursued an acquisitionbut of a various business in a more tactical market. To improve your ability to choose: Reframe binary decisions by clearly asking your team, "What other options do we have?" Divide big decisions into pieces to comprehend part and much better see unintended consequences.

Let others understand where you remain in your choice process. Are you still looking for divergent concepts and dispute, or are you moving toward closure and option? Identify who needs to be directly included and who can affect the success of your choice. Think about pilots or experiments instead of huge bets, and make staged commitments.

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