a leader's most important decision

Over the past month my organization has been making decisions around next year's budget (we are on a July 1 - June 30 fiscal year).  What will we do? What won't we do? What positions will be added? What positions will not be filled? What will we predict sales (admissions) to be...and how conservative will we be with those predictions? With what margin are we comfortable? And what type of contingency or cushion should be built in "just in case?"

All of these decisions (many of which are made by others) are merely indicators of what is perhaps the leader's most important decision, a decision which determines not only the day-to-day operations but also the future of the organization: what do we want the culture to be over time? It is this decision that drives most of the other decisions...and it is this decision, if poorly made, can impact the institution and its mission over time.

So how might a leader go about this most important decision?  Here are a few thoughts:

• come back to the strategic plan: while there are many reasons to make certain decisions, the organization's strategic plan has laid out the important pillars that were carefully thought through and decided on to move forward.  Taking a fresh look at those ideas and plans can help to inform this most important decision
• listen to multiple people: many people in the organization are invested in the culture and think about it through their specific lens.  Asking them questions and carefully listening to their answers can help to inform this most important decision
• take the time that is needed: because the culture of the organization is so critical to its health and future, time should be built into the process for contemplation and reflection.  Using this time can help clarify and solidify the ideas that can help to inform this most important decision
• understand the risk factor: these decisions (because they are so important) always come with a certain amount of risk.  Considering all the risks involved and weighing those risks among other aspects of the company can help to inform this most important decision
• quiet the inner (and outside) voices: in the constant weighing of ideas and scenarios, leaders sometimes need to step away and quiet their minds.  The admonition of "be still and know that I am God" is good for leaders to remember at times like this.  Being still (and really quieting the mind) might lead to the clarity and calmness that can help to inform this most important decision
• make the decision: the "right answer" is often never clear and, in many instances, there are multiple "right answers" to be considered and decided on.  One of the leader's responsibilities (being both a burden and and a joy) is that the decision must be made...and most often made singly by him or her.  Understanding that the answers are mostly never dichotomous can help to inform this most important decision

One of the paradoxes of leadership that I keep seeing over and over is that the decisions made early in one's calling and vocation are seldom the types of decisions to be made later on as one assumes new and different roles.  Questions of culture and sustainability are important (and difficult) and are most often saved for those times in life after one has practiced "easier" decisions beforehand.  Preparing oneself for these most important decisions happens through practice and, as is often the case, failures.  A leader's most important decisions will not get easier; however, my hope is that the answers become more certain and have a greater clarity over time.