Decision Making

August 25, 2009 by  

Remember the old saying “its a woman’s prerogative to change her mind”? Its everyone’s now.
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Responding to massive and constant change means more decision making. One of the problems that I’m seeing and experiencing is an increase in conflict and loss of trust because people are changing their minds a lot. From my perspective, these problems are less about the reasons why and more about the inauthentic communication.

Why are people who take ownership of the right (and choice) to change their mind, and who communicate that simply and authentically, so rare? Because the ego hates it. The ego’s job is to blame, spin, cover-up, defend, and project.

This means countless opportunities to differentiate yourself in your personal, social, professional and business decision-making interactions. So how do you rise to the challenge?

You can take radical responsibility for changing your mind about your decisions by owning your feelings. Because to deny them means you’re overtly, or more likely subtly, projecting them out onto the world and onto the people you’re affecting. At the least, they’ll resist you. At the worst, they’ll never trust you again.

If you’re on the receiving end of a poorly communicated decision change, don’t allow yourself to get hooked on the angry, defensive or frustrated feelings that arise. Instead of resisting, or running away, stay with it, and keep on staying with it. What you’re doing is building self-trust chops, the foundation of all trust.

To anticipate credit, recognition or increase in status from practicing radical self-trust is to totally miss the point. You’re changing the energy of the world. You know it. The world knows it. That is it.

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Filed under: communications leadership, presence, self-awareness, shift, social communications, trust
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