Do You Practice Active Decision Making?

Written by Martin Avis

Continued from page 1

There are two kinds of decisions.

The first kind are those that cannot be reversed. You have to take longer over these, but there is still no value in putting offrepparttar inevitable. In these kinds of decisions, a maybe isrepparttar 102047 same as a no. You will have decided by default. If it all goes wrong then, you will be at fault twice - once for not deciding at all and once for allowingrepparttar 102048 wrong outcome to happen.

The other kind of decisions account forrepparttar 102049 vast majority: those that can be changed, modified or adapted after they have been made. There is never any good reason to put off actively making these decisions.

Go with your gut instinct. 90% ofrepparttar 102050 time it will be right. Even inrepparttar 102051 times it isn't, you can reverse it pretty quickly. Don't be frightened of losing a little face. In business, someone who hasrepparttar 102052 guts to make a decision, and then, inrepparttar 102053 light of new facts,repparttar 102054 courage to decide to reverse it, is someone destined forrepparttar 102055 top.

Don't think too far inrepparttar 102056 future.

Some situations try to force you to decide based onrepparttar 102057 outcome inrepparttar 102058 long term. This is rarely sound. Of course,repparttar 102059 long-term objective is valid, but if it bankrupts you orrepparttar 102060 company inrepparttar 102061 short-term, that decision is flawed.

When to avoid making a decision.

After all I have said aboutrepparttar 102062 power of positive decision making, it might seem odd to condonerepparttar 102063 opposite. However, it is just as valid to decide not to do something as to decide to do it. The important thing is to decide.

Some questions are unanswerable and sometimes you simply don't have enough facts to make an informed decision. In these cases, your active decision is to wait, gather more facts, or seek advice. 'Do nothing' is not an option.

I leaverepparttar 102064 final words to two successful businessmen from opposite sides ofrepparttar 102065 Atlantic:

'If I had to sum up in one word what makes a good manager, I'd say decisiveness. You can userepparttar 102066 fanciest computers to gatherrepparttar 102067 numbers, but inrepparttar 102068 end you have to set a timetable and act.' Lee Iacocca, former Chrysler chief.

'A lot of companies I deal with seem incapable of making a decision. It doesn't matter ifrepparttar 102069 decision you make is right or wrong. What matters is that you make it and don't waste your company's time. If you makerepparttar 102070 decision, you begin to distinguishrepparttar 102071 good fromrepparttar 102072 bad.' Peter Kindersley, UK publisher.

Martin Avis is a management and training consultant. For an unfair advantage (+ 6 free gifts) in business, Internet marketing, and personal success, subscribe free to his weekly newsletter, BizE-zine. or visit his website at

Reframing Rejection

Written by Peter Murphy

Continued from page 1

Asking this question will give you an unlimited range of new aproaches to use: maybe smile more, or bribe him with a soft drink, or perhaps offer to do some of his boring work in return for help.

It also helps to anticipate rejection before it has a chance to happen. Inrepparttar case ofrepparttar 102046 example above, before talking torepparttar 102047 colleague I would spend a few minutes in preparation running through possible ways he might reject me. For each possible situation, just keep asking yourself - how must I change my approach to get what I want?

You may not realize, most people just give up too easily because rejection feels so unpleasant. If you reframe rejection to mean feedback it becomes a mental puzzle to solve instead. You will then be able to endurerepparttar 102048 word *No* a lot longer. This endurance will also encourage others to let you have what you want because you just do not seem to take No for an answer!

****Warning: maintain rapport at all times when you use this approach, this new found courage and tenacity is only appreciated by others if you use it with a win-win outlook.****

Peter Murphy is a peak performance expert and published author. Subscribe FREE to his upbeat newsletter and get a FREE e-book, which reveals secret strategies for supercharging your communication skills. To join send an email to:

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