The answer is very simple: Run a bad process! I have come to the conclusion that it is easier to make the right decision than it is to run the process necessary to carry it out well. And good decisions, executed badly hurt your organization in a significant way.
Take for example a decision to let a staff member go who is under performing and creating significant issues for the rest of the staff. At some point after trying to coach and having been candid with the staff member to try to help them grow you make the (right) decision that they need to leave your team. The easy part is done.
The hard part is the process by which you make the transition. Do you know who their constituency is that may take up their cause? Is there a way to help them go to another job rather than just leave the present job? Can you convince them to not "burn" your ministry on the way out because of anger? If challenged, can you demonstrate that you ran proper process before you made your decision? Is that process documented so that you are not running into legal trouble? Are there timing issues involved? Do you know how their responsibilities will be handled when they are gone? Have you thought through your communication plan? Are there people you need to talk to personally? Are there any unintended consequences to what you intend to do?
Good decisions handled badly destroy whatever forward process your decision was meant to bring. Even a bad decision handled well is better than a good decision handled badly.
Often we put great care into getting our decision right but are careless in the execution of the decision. The truth is that often we need to put more time into the process than the decision itself. Making good decisions and running good process are both critically important.
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