There’s a lot of talk today about scalability in business…
Too Much of a Good Thing
You’re a lucky guy (or girl). So many options and possibilities in your personal and business life. You have:
- 5 different job opportunities
- 7 different people you could date or marry
- 4 different places you could live
- 8 different types of businesses you could launch
- 11 different markets you could enter
- 5 new clients to choose from and 10 routes you can pursue with your current clients
- 4 different networking groups you can join
- 5 different educational courses you could take
- 3 different sports you could learn/excel in
- 6 different ways to invest your savings
- 14 different books/blogs you could read
- 87 different cars you could buy
- and a whole bunch of dreams I’ll bet
Your life is blessed with so much opportunity. Yet you’re paralyzed in a rut inside a fog, watching your own wheels spin, and feeling haunted by expectations you feel you can’t reach.
This is exactly why most people limit their options and choices and never really learn how to optimize their decision making abilities and achieve their potential. The anxiety from uncertainty is too much to bear. Giving up is easier.
“The key to reaching mastery in decision-making is the ability to focus your physical, mental and emotional resources on an issue like a laser beam. Such focus enables you to reach decision clarity faster and easier.” – Luda Kopelkina
Perhaps a plan and a process of deciding can help you clarify your objectives, assets, threats, opportunities, and maybe even make it fun. I hope so, because I’m going to learn and implement a process described by Luda Kopelkina. I think it may be the solution I’m looking for.
Make the Right Decision Every Time
Luda Kopelkina offers insight and tips in her book The Right Decision Every Time.
The book is kind of exhaustive, so I thought you might prefer a quick overview.
Drawing on her breakthrough research with 115 CEOs, she offers practical, proven techniques for structuring decisions, achieving clarity about the real issues involved, and using that clarity to improve the quality of every decision you make. She defines clarity in decision-making, identifies 5 root causes for decision difficulty, and introduces the “Clarity State”: that singular moment of focus where things fall into place, and solutions become obvious. Next, she introduces a set of powerful techniques for overcoming decision difficulties, stripping away decision complexity, and achieving the Clarity State.
Achieving the Clarity State. Basically, it’s a process of discovering what’s most important to you and following the path to it. But wait, that path is full of hurdles, barriers, guard dogs, and misdirections!
Achieving clarity and focus are her keys to mastering decisions. This graphic reveals the 5 phases of good decisions:
She points out the 3 bad habits that kill clarity: multitasking, competitiveness, and workaholism.
She describes 5 hurdles to overcome too:
- lack of a clear objective (knowing what you want) (25% occurrence in CEOs)
- lack of clear constraints (understanding your barriers) (15% in CEOs)
- dealing with emotions (13% in CEOs)
- lack of a clear perspective (choosing a frame of reference) (30% occurrence in CEOs)
- inability to select among options (17% in CEOs)
Her process recommends to:
- Calm down and achieve a quiet mental state
- Create a decision map
- Contemplate the decision
- Deal with emotions
- Achieve clarity of perspective
Chapter 12 may be one of the more useful ones. It’s about aligning your decision making with an outcome. Starting with the end and working your way back is a common goal achievement technique. Since the book is designed for CEOs, it’s meant for those with good intelligence and ability to visualize. I won’t lie to you. It’s deep stuff. But we can all visualize as far as we need to, and as far as our mind and experience enables.
Successful people seem to have the art/science of evaluating/prioritizing down pat. She describes a number of these people in the book. The foundation is knowing what is most important, and Kupelkina offers a process to discover and clarify what’s most important.
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