{"id":41701,"date":"2025-04-17T10:09:17","date_gmt":"2025-04-17T17:09:17","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=41701"},"modified":"2025-04-17T10:09:17","modified_gmt":"2025-04-17T17:09:17","slug":"decisions-decisions-decisions","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/decisions-decisions-decisions\/","title":{"rendered":"Decisions, Decisions, Decisions…"},"content":{"rendered":"

Leadership is hard work. Particularly when you think of all the factors that go into improving one\u2019s leadership mindset, style, and approach. Jules Glanzer, in last week\u2019s reading, indicated that \u201ceveryone is called to serve, and some are chosen to lead.\u201d[1]<\/a> The idea of \u201cbeing chosen\u201d comes with great responsibility in not only how we work on becoming better leaders, but also in our decision-making and cognitive clarity.<\/p>\n

Shane Parrish\u2019s book, Clear Thinking: Turning Ordinary Moments into Extraordinary Results, discusses our cognitive defaults, building core strengths, and structured decision making[2]<\/a>. All these themes are very relevant for a leader. Taking building core strengths as an example, other authors such as Simon Walker reinforce the idea of \u201cleading out of who we are.\u201d And \u201cwho we are\u201d is dependent on the work we do on our mind, heart, and even ego. More so, he highlights that this is critical because of the interconnected nature of a leader\u2019s choices[3]<\/a>. Parrish also advocates developing key strengths to counteract our cognitive defaults and improve our judgment and decision-making. These are:<\/p>\n

    \n
  1. Self-Accountability: being responsible for our actions and decisions, knowing that leadership is a high calling<\/li>\n
  2. Self-Knowledge: understanding our strengths, weaknesses, and biases. Duffy\u2019s book reinforces the idea of challenging our existing paradigms and cognitive biases[4]<\/a>.<\/li>\n
  3. Self-Control: managing our impulses and emotions. For me, this also applies to the distractions I encounter daily and limiting the noise from social media. Rock points out that our brains are easily distracted[5]<\/a>.<\/li>\n
  4. Self-confidence: so that we can make sound decisions that could turn ordinary moments into extraordinary results.<\/li>\n<\/ol>\n

    A dilemma and a few possibilities<\/strong><\/p>\n

    Of late, in previous blog posts, I have focused on how the leader can become better at wrestling with cognitive bias and intentionally doing the backstage work. However, we can also argue that a leader can be doing their best backstage work and developing strengths that counter cognitive defaults and still have a hard time leading a team or people who have not done the hard work on self-improvement. This dynamic can create instances of clouded judgment and consequent decision-making.<\/p>\n

    I suggest a few ways to navigate this dilemma. One is an intentional focus on Camacho\u2019s clarion call to Mine for Gold. By doing this, the leader who is continuously working to lead \u201cout of who they are\u201d is also raising other leaders through coaching and, most importantly, setting an example. I still think his insight on seeing those we coach or support through the eyes of the Spirit is the game changer[6]<\/a>. Secondly, we can use our influence to ensure the workplace culture remains conducive during our tenure(s). The 2024 State of the Workplace Culture Report outlines five fundamental elements to consider nurturing as a leader: honest and unbiased management, civil behaviour, meaningful work and opportunities, open communication, and empathy.[7]<\/a> For all these to occur, the principles of leading from a posture of love (the attributes) can be a helpful guide. As my fellow leader, Jeremiah, suggested, how love is applied in the workplace can differ (in function) depending on the nature of the team or workplace. I agree with that view, and I also think a focus on the workplace culture is critical, given that many spend several hours at work.<\/p>\n

    Lastly, I also agree with Parrish\u2019s views on encouraging dialogue and diverse perspectives\u2014even those that differ from ours\u2014and on considering the long-term implications of our decisions[8]<\/a>. This could be a pathway to building stronger relationships and leaders within our spheres of influence.<\/p>\n

    [1]<\/a> Glanzer, Jules. The Sound of Leadership. Plano, TX: Invite Resources, 2023.<\/p>\n

    [2]<\/a> Parrish, Shane. Clear Thinking: Turning Ordinary Moments into Extraordinary Results<\/em>. NY; Penguin Press, 2023.<\/p>\n

    [3]<\/a> Walker, Simon P. Leading out of Who You Are: Discovering the Secret of Undefended Leadership<\/em>. Carlisle: Piquant, 2007<\/p>\n

    [4]<\/a> Duffy, Bobby, Why We’re Wrong About Nearly Everything: A Theory of Human Misunderstanding<\/em>. New York: Basic Books, 2019<\/p>\n

    [5]<\/a> Rock, David. Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long. <\/em>NY: HarperCollins, 2020<\/p>\n

    [6]<\/a> Camacho, Tom, Mining for Gold. <\/em>London: IVP, 2019<\/p>\n

    [7]<\/a> The 2024 State of the Workplace Culture Report<\/a><\/p>\n

    [8]<\/a> Parrish, Shane. Clear Thinking: Turning Ordinary Moments into Extraordinary Results<\/em>. NY; Penguin Press, 2023.<\/p>\n","protected":false},"excerpt":{"rendered":"

    Leadership is hard work. Particularly when you think of all the factors that go into improving one\u2019s leadership mindset, style, and approach. Jules Glanzer, in last week\u2019s reading, indicated that \u201ceveryone is called to serve, and some are chosen to lead.\u201d[1] The idea of \u201cbeing chosen\u201d comes with great responsibility in not only how we […]<\/p>\n","protected":false},"author":221,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[3397,1692],"class_list":["post-41701","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-dlgp04","tag-parrish","cohort-dlgp04"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/41701","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/221"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=41701"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/41701\/revisions"}],"predecessor-version":[{"id":41702,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/41701\/revisions\/41702"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=41701"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=41701"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=41701"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}