360 Feedback Competency: Decision Making

  • Comes across as confident, decisive, and resilient
  • Encourages and helps others to "stay the course," even when faced with adversity
  • Remains calm when making important or difficult decisions.
  • Makes decisions independently (without having to be told what or how).
  • Is firm in their decision and not easily influenced by the whims of others.
  • Is confident in the decisions they make.
  • Is confident in their actions.
  • Defines intent.
  • Remains decisive after discovering a mistake.

Action Oriented
  • Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
  • Is able to make decisions quickly.
  • Is not afraid to take risks that may yeild significant results.
  • Makes effective decisions autonomously.
  • Anticipates needs for action.
  • Takes charge when in charge.
  • Acts in the absence of guidance.

  • Assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
  • Balances analysis with decisiveness in order to meet deadlines
  • Breaks complex issues into manageable parts and organizes them in a systematic way before making decisions
  • Determines where actual results differ from desired results and makes necessary corrections
  • Effectively prioritizes and organizes themselves and their workload.
  • Assesses the Pros- and Cons- before making a decision.
  • Makes logical assumptions in the absence of facts.
  • Uncovers critical issues to use as a guide in both making decisions and taking advantage of opportunities.
  • Recognizes and generates innovative solutions.

Uses Judgment
  • Defers decisions upwards only when necessary and appropriate
  • Exercises good judgment by making sound and informed decisions.
  • Responds quickly to tough "people issues" when dealing with internal or external customers
  • Effectively chooses appropriate courses of action.
  • Uses reasonable assumptions and logic to decide between alternate courses of action
  • Makes effective, practical decisions based on knowledge, experience, and judgment.
  • Improvises within supervisor's intent; handles a fluid environment.
  • Is able to decline bad ideas to avoid making poor decisions.

Good Decision Making
  • Make sound and timely decisions under pressure
  • Makes decisions that positively impact team/departmental performance
  • Makes sound and timely decisions.
  • Makes good decisions even under conditions of uncertainty.
  • Employs sound judgment and logical reasoning.
  • Develops alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Goal Oriented
  • Does not lose sight of the big picture when making decisions

Informed Decisions
  • Asks for additional information when making critical decisions, rather than operate blindly
  • Uses data from different sources to confirm information.
  • Focuses attention on treating the causes of problems rather than simply addressing the symptoms
  • Understands the issues, problems, and potential solutions.
  • Is well-versed in Company's reports and uses them to make effective business decisions
  • Makes effective, practical decisions based on factual information.
  • Systematically gathers, analyzes, and interprets information from a variety of sources
  • Makes decisions that are based on available facts, existing constraints, and probable outcomes.
  • Examines relevant factors needed to make a decision.
  • Knows how to obtain accurate and up-to-date information about the situation or problem.
  • Gathers and analyzes relevant information about changing situations to recognize and define emerging problems.
  • Keeps informed about developments and policy changes inside and outside the organization.
  • Relates and compares information from different sources to identify possible cause-and-effect relationships.

Includes Others
  • Coaches team members individually when "poor" decisions are made; helps them see what could have been done differently
  • Coaches team on decision-making, especially from a multiple-site-management perspective
  • Develops and shares effective decision-making practices and tools to further develop the team
  • Encourages team to provide input on branch decisions when appropriate
  • Helps the Supervisor team make effective business decisions by ensuring the correctness of Company's reports/resources
  • Includes stakeholders in the decision-making process as necessary.
  • Seeks input from key people who should be involved in, or will be affected by, decisions
  • Solicits feedback from others on the quality of his/her decision-making
  • Trains/coaches others on how to make effective decisions
  • Is aware of the impact of decisions and informs others about potential outcomes.
  • Involves others in decisions and keep them informed of consequences that affect them.

Forward Thinking
  • Prepares for potential problems and opportunities in working toward desired goals.
  • Evaluates the effectiveness of decisions and uses this information to guide future decisions
  • Evaluates short and long term consequences when making decisions.
  • Considers the impact and implications of decisions on others and on situations.
  • Considers contingencies and their consequences.

  • Accepts the consequences of decisions made.
  • Aware of his/her own skills and abilities.
  • Learns from the consequences of decisions made.
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