Leaders who manage the emotional discomfort of uncertainty are better equipped to be decisive. Research led by David Tuckett covering 17,555 people across 12 counties, including over 3,000 business executives identified three common attributes that leaders can develop to become more effective decision makers:
View change positively
While many leaders claim to embrace change, Tuckett’s research found a significant portion of leaders see unexpected change as something to manage or avoid. Envisioning success and taking small, tangible steps can help leaders frame change as an opportunity rather than a challenge.
Frame unexpected challenges as opportunities rather than problems
The ability to reframe unexpected challenges as opportunities allows leaders to step outside their comfort zones and embrace uncertainty. This constructive mindset encourages individuals to navigate difficult situations, see the positive value of taking risk and helps build resilience.
Be comfortable with uncertainty
Many leaders freeze or delay decision-making due to discomfort with uncertainty. Those who build tolerance for uncertainty avoid getting stuck or paralyzed when faced with challenging situations. One approach is to treat decisions as experiments, encouraging team members to use ‘scientific’ language such as “My hypothesis would be that …,” “If we can control these variables …,” or “This could act as a control….” Use of experimental language encourage team members to view new initiatives as opportunities for experimentation and leads to greater confidence and flexibility.
Don’t fear failure
Tuckett’s study found that participants who were successful at managing the emotional discomfort of uncertainty tended to have a positive view of failure, seeing value in taking risks – even ones that didn’t pay off – and viewed challenges and setbacks as a chance for self-improvement. Eighty-three percent said they agree that the fact that they’ve made mistakes in the past has made them better decision makers. It follows that in times of uncertainty, it’s important to create space for failure and make it a platform for learning.
Be grounded in optimism
Effective decision-makers embody ‘grounded optimism’, a genuine belief that even if things don’t go as planned, the eventual outcome will be positive. This was found it to be the most important of the five traits for managing through uncertainty. One respondent, a managing director in private equity, reflecting on three decades of navigating periods of intense pressure reported: “I’ve learned that accepting things frees up your mind. Things often sort themselves out automatically. Obsessing over them only creates tremendous pressure.”
In summary, Tuckett finds that what makes decision makers effective isn’t trying to get everything perfect, but rather the right mindset for success and the willingness to take action. By addressing uncertainty positively, optimistically and proactively, leaders can navigate with greater confidence and foster a positive team environment that itself encourages growth and resilience.
For the full article, see Sloan Management Review at the following link:
https://sloanreview.mit.edu/article/five-traits-of-leaders-who-excel-at-decision-making/
