Here's how you can sharpen your decision-making skills as an executive.

Since I started to make more data driven decisions I have found them to be a lot more accurate. I used to use my gut feeling as an exec - still do! But I back that decision up either way with data.

Data comes in all forms not just numbers. Find out from people what they think and feel about an issue. Ask people whom you don't usually consult as they might provide a different viewpoint that's useful. Seek out opinions and ideas from people and places you know to be opposite from yours and listen with an open mind. Pay attention to your 'inner talk' (for and against) and dig deeper into where those come from - there might be patterns that you follow without realising. Read the work by Joel Pearson to find out under what circumstances intuition can offer valuable insight and when it can lead you down the wrong path.

As a leader, tapping into the power of data makes you more effective and inspires your team to do the same. When you use data for things like finance or sales strategies, it not only improves how you communicate but also encourages collaboration across different departments. This means everyone can work together more seamlessly, sharing insights and ideas that drive smarter decisions and ultimately lead to greater success for the whole organisation.

Weighing options and trade-offs is critical to clarity about what is available and what matters more. When much uncertainty clouds the path, the agile approach will help, i.e., knowing the decision might be changed in the near future, capturing the most important key points, leaving room for modification, and not spending a considerable amount of time evaluating and making decisions.

I love the practice of seeking perspectives from people. This is specially true when there's no data to back my recommendation. By discussing with people , I can gather additional perspectives, see holes in my logic, and bolster the pitch. More over, the idea becomes a 'collective force' as opposed to being 'my own'.

As leaders, it's crucial to trust our instincts more. We're constantly processing information through our senses, reading people's cues, and drawing on our experience to assess situations. While we shouldn't disregard facts or data, we should challenge them if they don't align with our instincts. By asking probing questions, we can bridge the gap between data and intuition. Experience enhances our instincts over time, helping us make better judgments in various situations. Remember, as Will Rogers said, "Good judgment comes from experience, and experience comes from bad judgment."

Engage in continuous learning through executive education programs and leadership workshops. Use decision-making frameworks and tools to systematically evaluate options and outcomes. Encourage feedback from your team to gain different perspectives on critical decisions. Reflect on past decisions to understand what worked and what didn’t, applying those lessons to future choices. Stay informed about industry trends and emerging technologies to make proactive decisions.