Opinion: Choose your path, then follow it

Russell Bell

LAST week I wrote about decisions and the power they carry.

Since then I have been more conscious than usual of my own decisions, in particular the consequences, both positive and negative, of these.

A common decision for me, and not work-related, occurs late at night, when I am watching television and decide that bingeing on TV should be accompanied by another type of late night bingeing (which begins with a visit to the refrigerator).

At the time, it always feels like a good decision - whether that remains the case I will find out in the fullness of time. (The decision to write about this is also has potential consequences, given that Mrs Bell is a likely reader of this column ... ).

Any and all decisions will have an outcome but planning and evaluation are the true foundation of whether it will be good or otherwise.

Commonly, stakes are high when it comes to business decisions, which is why commitment to the decisions we make is as important as the investment.
If you decide to set a direction, you will likely not achieve it if you get cold feet and compromise on commitment and effort.

For business decisions with a medium to long-term impact you have to commit yourself and your business to how the future will develop both in, around and because of that decision.

I visited the flight school at the weekend and was impressed by the quality of the facility and also the instructors, graduates and students I met.

Here is an example of a major investment decision with the potential to be a real long-term asset for the community.

The decision and commitment were made to build the facility and establish the flight school in Whanganui.

If it performs in a manner comparable to how it presented on the weekend, this will be a fantastic investment.

It is now incumbent on the leadership of the school and its management to build on what is there and deliver a sustainable and growing facility.

The demand is likely out there - particularly with ever-expanding internet-based commerce demanding fast, secure delivery via air transport; it is incumbent on the business to seize the opportunity.

Decision-making around opportunities is effective when you have all the relevant information and test the decision thoroughly before making it.

Robust decision-making as a process is easy to understand and, unfortunately, all too often not executed effectively.

Here are elements that have helped me:

1. Understand the issue or opportunity
2. Determine the outcome you want
3. Brainstorm alternatives and ideas
4. Ensure you have the right information
5. Get independent advice
6. Evaluate information and advice
7. Commit yourself to the decision
8. Make the decision and "socialise" it (create accountability)
Congratulations again to all involved in the establishment of the Whanganui Flight School.

Balance Consulting is a Whanganui consultancy specialising in business strategy, process excellence and leadership mentoring - contact Russell Bell on 021 2442421 or John Taylor on 027 4995872.