Weekly Thought – September 23, 2025
Fred expertly made decisions. He skillfully separated the objective from the subjective modes. One of his frequently used “Fred Saids” was “keep current on the facts.” He emphasized the importance of correct data in the process.
Making Good Decisions
Our life is a network of decisions. A few are vital, but many are less important. For example, the choice of a spouse and the decision to have children are two of life’s most critical decisions. Buying a new suit may seem to be critical at the moment but unless your choice creates a serious fashion faux pas it falls into the “middle of the road” category. As I say this I think of an impertinent waitress in our vacation home’s local restaurant… “Well Mr. Smith, I see you dressed yourself this morning.”
Decision making is both an art and a science. There are a few who are intuitively gifted to do this well by being able to see the problem and possible solutions in the same exercise. Charles Kettering, the automotive genius said, “A problem well defined is half solved.” One of my mentors often said, “The secret of good decisions is in knowing all the options.” His process was to outline them all and then choose the best one.
Before Robert McNamara when he was president of the Ford Motor Company was well known for his practice of accepting a colleague’s suggestion, then quickly responding, “What other possibilities did you reject in order to accept this one?” Many times the individual would have to admit that the one offered was the first one to be considered. McNamara would then end the conference and excuse the person to go back and consider other alternatives.
In order to pick good options, you first have to know the object of the decision: what is it supposed to solve; does it apply to the problem or to the possibilities.
I try to first define the current reality by establishing the current facts… not what I wish they were, but what they actually are. Then I think about how each option can be implemented and activated. Solutions that cannot be executed are impractical and unusable. I have seen executive decision makers who put policies in place which were unenforceable and subsequently made management look weak.
A good decision is structurally sound and effectively executed.
Carefully consider this week: 1) What decisions do I have before me this week? 2) How do I establish my priorities? 3) Who models effective decision making for me?
Words of Wisdom: “I try to first define the current reality by establishing the current facts… now what I wish they were, but what they actually are.”
Wisdom from the Word: “Now give me wisdom and discernment so I can effectively lead this nation. Otherwise no one is able to make judicial decisions for this great nation of yours.” (2 Chronicles 1:10 NET Bible)