A company’s trajectory is the result of key decisions that are taken.
A company’s trajectory is the result of key decisions that are taken. But not everyone feels comfortable making decisions, let alone knowing how to make good ones. The reasons may be a simple lack of training or there may be emotional and psychological blocks in place.
Join us for a virtual talk led by Adam Kingl, business educator and author of Next Generation Leadership, to debate these and other questions and understand what good decision-making means for your business and your teams.
Author, Educator, Keynote Speaker, and Advisor
Adam is Adjunct Faculty at Ashridge – Hult International Business School and an instructor at Imperial College London, Sauder School of Business – University of British Columbia, Headspring Executive Development, and Duke Corporate Education.
Acknowledged for his thought-leadership in innovation, strategy, culture and leadership, Adam Kingl is a regular keynote speaker and conference facilitator – his work has entertained and inspired thousands of people and organisations.
Adam is also the author of “The Next Generation Leadership” – an inspirational and high praised book that explores the character of the emerging workforce and how the nature of leadership and business will change over the next few decades as Gen Y assumes managerial positions. Adam’s expertise can also be found in multiple publications such as The Financial Times, Sunday Times, Forbes, Fortune, The Guardian, and Fast Company, among many others.
Adam holds degrees from London Business School, UCLA, and Yale. Throughout his career he has served on the steering committee for the European Foundation for Management Development (EFMD). He was an associate at Saatchi & Saatchi and the Management Lab, the Executive Director of Thought Leadership at London Business School, and the Regional Managing Director for Duke Corporate Education Europe.
Learn more about Adam KinglHow to eliminate biases in decision-making? Generally, we tend to overweigh the assessments of people who are like us, whether it's socioeconomically, whether because they're our friends, we have a similar background, etc. So beware, be wary of that. This is also why it's so important to have neurodiversity in teams. It's important to think about whether you have the correct and diverse composition within the team before you make that team make a decision.
What are the considerations in implementing the decisions in the team? Look at your implementation plan really carefully. A lot of decisions fail, not because it wasn't the right decision, but because it was implemented poorly. So implementation is as important as making the decision. How we communicate the decision is related to the point about how we implement the decision. How do you bring people on board, your influence, your engagement is really important, particularly if this decision affects everyone. You don't want to be overly invested in your decision. If data is telling you over time it was the wrong decision, then you have to let it go. You have to question it, you have to reevaluate it.
Change is changing faster than ever, so that means our ability to make good decisions is really important. Adam Kingl
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