Everyday in Iraq men and women are making split-second decisions that have life and death consequences for many other people. This is an essential part of effective military leadership and preparation for it plays a major role in their training.

One of the US Naval Academy resources states:
‘Your professional contribution to your service and to the nation’s defence will be increasingly measured by your ability to solve problems and make decisions… Given the uncertainties of the future, the pace of change and limited resources, this is no easy task. But there is a deeper, less tangible and more fundamental reason to master the skills of good decision making – good leadership’.

What is true in the military is also true for business. It is not just the capacity to make the right decision but also the pace at which decisions are made and can now be implemented that is important for us to master. This is most powerfully illustrated through something as simple as email communication.

In working recently with some clients around the issue of building trust within the executive team, a conversation began around the nature of email communication. Some very healthy and candid conversation followed about how people had felt hurt and affronted by some of the email communication. This was of surprise to the senders as no hurt was intended when the email left their Outbox. However, as the conversation continued, it became apparent that the issue at heart was not the content of the email itself, but rather the speed at which responses are able to be made via email, making adequate reflection impossible.

It was also noted that through the use of broadband services and instant messaging, remarkable speed of response was possible but it still did not carry any voice inflection, body language and eye contact. These are the primary ‘deciphers’ that we use to determine what is meant by the actual words being used. Again it was noted that the speed at which it was possible to communicate the nature of a decision made was a key factor in the extent to which such decisions and communication caused hurt or confusion.

Out of their desire to create greater trust in their working relationships the group resolved not to send any email response without first asking, ‘Should this be sent via email or does the nature of its content require a phone call or face-to-face meeting?’ When we understand the immense cost of relationship breakdown in teams or confusion about the nature of a decision made, we realise, in the fast paced world of modern business, how important adequate reflection is to effective decision making.

Tacitus, the first century historian, noted that ‘Reason and calm judgement are the qualities of a leader’. It could be that developing the habit of pausing and reflecting before response could be one of the most valuable capabilities that we as leaders can master in our ‘instant’ communications culture.

‘Time is money’ some say. Experience has shown that if we don’t spend enough of it reflecting on our decisions it can be very expensive indeed.

Phil Wall
CEO