Resolute
- 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.
Analytical
- 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.
Self-awareness
- Accepts the consequences of decisions made.
- Aware of his/her own skills and abilities.
- Learns from the consequences of decisions made.