0:01 uh this is a hard one make great
0:03 decisions uh because
0:05 it's not always possible to make a great
0:07 decision is it yes
0:07 yes [Music]
0:09 [Music]
0:11 right now you're gonna tell us how
0:14 well i think it is because um
0:15 normally you can tell whether a decision
0:17 was good or bad in hindsight you look
0:18 back and work out whether it worked out
0:19 the way you thought it was going to work
0:21 out and away you go
0:24 i think there is uh or there are a
0:26 number of indicators that can tell us
0:28 prospectively whether or not a decision
0:30 we make is good bad or indifferent for example
0:31 example
0:33 a great decision is going to be timely
0:35 it's got to be fast
0:36 and i think the biggest problem we have
0:38 these days is decisions are too slow so
0:40 you're after momentum
0:43 i always say a decision that's 80 right
0:46 today is infinitely better than a
0:48 decision that's 85 right next week
0:49 which is
0:51 infinitely better than the decisions 90
0:53 right next month and we know that
0:55 nothing ever gets to 100 nothing
0:58 ever right so so it's about making those
1:00 judgment calls and moving forward
1:02 most of the time we hesitate on
1:03 decisions because we're afraid of
1:05 getting it wrong it's that simple
1:07 and we can move a lot faster than we
1:09 think so the way i came across this was
1:11 i found myself leading through a number
1:13 of different crises where i didn't have
1:15 the clock i didn't control it i know
1:17 you're a chess player you hit that clock
1:19 someone else you're not controlling that
1:22 and so i didn't have the tempo on the
1:24 clock myself it was either driven by the
1:26 media who was putting cameras and
1:28 microphones in my face a regulator who
1:30 was investigating an incident
1:31 an asset failure where we had to get
1:33 that asset up and running and quickly it
1:35 was always driven by someone else's
1:37 tempo and i found that the decisions i
1:39 was making in those times were actually
1:40 really good
1:42 so i deconstructed
1:43 what i was doing
1:45 that was the essential part of decision
1:47 making that wasn't slowing me down
1:49 but was helping me to get effective
1:51 decisions so things like knowing who to
1:53 consult and how much to consult
1:54 making sure that there's a strong line
1:56 of accountability for making the decision
1:57 decision
1:58 making sure that all of the available
1:59 inputs are there but not waiting for
2:01 stuff that may never turn up
2:03 making sure that you bring the most out
2:05 of the people around you and so it's one
2:06 thing to have diversity but unless you
2:09 can actually find a way to take that
2:10 diversity out of people and let them put
2:12 it on the table it's not of much value
2:14 to you to tell you the truth
2:16 and so all of these things making sure
2:18 that you
2:20 look at the balance of interest between
2:22 all the stakeholders who are affected by
2:23 a decision
2:25 measuring short-term versus long-term
2:28 elements of a decision okay and most of
2:29 all making sure that you're hitting the
2:31 root cause and not just the symptoms of
2:33 a problem so these things are all pretty
2:34 important when it comes to making great
2:36 decisions and if you think about it in
2:37 those terms and look at each of those
2:39 things you can actually make pretty good calls
