"Yes we can!"

Author Neil Francis Published 14 July 2009

When we’ve invested years of study and professional effort to develop our ability to contribute to society as an engineer, scientist or manager, we have usually become expert at the more quantitative, mathematical and empirical end of the management spectrum. That means we are skilled, for example, at calculating stress forces, the outcomes of chemical reactions, assembling complex budgets, and so on.

Former USA Secretary of State Colin Powell once famously said, 'Leadership is the art of accomplishing more than the science of management says is possible.' Managers who go on to become respected, admired and followed leaders have an important characteristic: they know how to make decisions that energise a cohort of reports, peers, superiors and other stakeholders to willingly move in an identified direction for a common purpose. In doing so, they must overcome a diverse range of views and opinions—often under conditions of incomplete, ambiguous and conflicting evidence. They know how to decide on the best decision-making process for the occasion, how to follow a sound and structured decision-making model (and when to break the rules), they know who to call upon (and when and how) for advice and input, and they know which decisions are urgent and which can enjoy the luxury of extended deliberation (the difference between procrastination and further reflection).

The best leaders not only make excellent decisions on behalf of people, but also about people—they understand the different approaches and styles people bring to an enterprise or endeavour. They structure groups and teams to make effective use of diversity rather than trying to stifle it. Most of all, the effective decision-maker truly understands their own natural style and seeks to balance their strengths and weaknesses by surrounding themselves with people of complementary (different) skills and mindsets in order to make robust, balanced decisions.

This might all sound a little political for engineers and scientists. While a leader doesn’t have to be political, they do have to make decisions that take the social and political landscape into account. After all, if you expect to take people from A to B, you need to understand where your current point A is in the hearts and minds of those you want to come with you.

Astute decision making is the cornerstone of an effective leadership career. The ability to make effective decisions is an important addition to your technical skills, and enables you to make an even more profound contribution to your organisation, and to society, than you do already.