Since decision-making is so important, the decision-making ability of leaders is also very important. There is an old saying in China: "Take Tao first". In other words, the first task of a leader lies in strategy, and in today's words, the main responsibility of a leader lies in decision-making. Decision-making runs through the whole process of leadership activities, is the core of leadership activities, and is the concentrated expression of leaders' political will and management will. In short, decision-making is a leader's specialty.
Someone once made a statistical analysis: an enterprise can achieve an economic effect of1:1.5 by adding a labor force; Adding a technician can achieve the economic effect of 1 ∶ 2.5; Adding a high-level decision-maker can achieve an economic effect of L ∶ 6.
Drucker believes that decision-making begins with opinions, not with "truth". Decision-making is judgment, that is, choosing among various feasible schemes. But it rarely chooses between right and wrong, but mainly chooses between "almost right" and "possibly wrong". It is common to choose between two different behavior schemes, and it is hard to say which one is more correct.
Economist Zhou Qiren once said that the essential feature of decision-making is subjective choice, and decision-making is to make a choice among several possibilities in the future under the condition of incomplete information. Of course, subjectivity can be reduced in decision-making, but the final decision is still subjective. In decision-making, the ability of decision makers is very important. Many people are asking, where does the decision-making ability come from? Education is one thing, personal understanding is another. We admit that the distribution of decision-making ability in the crowd is uneven.
Akio Morita is one of the founders of Sony. Sony is famous for many kinds of electronic products, but its biggest success is the walkman. The birth of Walkman originated from Morita's observation. He found that young people like listening to music and often take part in sports activities. When Morita mentioned the invention of the future Walkman, he said, "I don't believe any market research report can tell us that it will be so successful. The public doesn't know what is possible, but we know. " Morita did not conduct scientific research or opinion polls to confirm that consumers would buy walkman. He instinctively realized that there would be a market for walkman, and Morita had an idea and put it into practice. Sony's story tells us that superb decision-making ability is the most essential feature of successful leaders.
As a successful leader, the bottom line is: excellent decision-making ability. For enterprise managers, this ability means that entrepreneurs can find all kinds of profit possibilities that other actual or potential competitors can't find, and turn this possibility into reality through their own decisions. In other words, whether an enterprise can continue to make profits through its own decisions is the key to whether an operator can become an entrepreneur. On March 24th, 2000, an asset appraisal firm appraised Feng Gensheng, general manager of Zheng Da Qingchunbao Group, Zhejiang Province. His contribution value is 280 million, and his profit contribution value is1.200 million. The comprehensive contribution rate of his management factors to benefits is 15% ~ 20%, and currently it is 18%. Among the management elements, decision-making accounts for 50%. Feng Gensheng's decision-making contribution rate is about 8% ~ 10%. From this perspective, the decision-making ability of entrepreneurs plays an extremely important role in the development of enterprises.
Some people think that leaders must have excellent decision-making genes if they want to make successful decisions. Decision genes determine the comprehensive decision-making level of decision makers. Decision genes are composed of four parts: experience, knowledge, information and thinking methods. Experience is the decision-making logic that decision-makers learn from long-term practice, knowledge is the decision-making logic that decision-makers learn from theory, information is the signal that decision-makers get through observation and communication, and thinking method is the angle and route for decision-makers to understand and analyze problems.
Decision-making gene is a logical whole composed of experience, knowledge, information and thinking methods, which work together. If you have no experience, you can write academic papers only by knowledge, information and thinking methods, but if you want to make decisions, it is likely to be out of touch with management; Without knowledge, simple and low-level decision-making schemes can be formed only by experience, information and thinking methods, while complex and advanced decision-making schemes are difficult to form because of lack of thinking breadth; If there is no information, it is impossible to make a decision that is close to reality and can solve practical problems only by relying on knowledge, experience and thinking methods; If there is no way of thinking, it is difficult to combine them into an organic whole only by experience, knowledge and information.
Decision-making genes are all assets for decision makers to "manage" decisions, among which experience, like a fixed asset, can play a long-term role; Knowledge, like deferred assets, needs to be constantly updated. Its value is not as easy to preserve as experience. Information is flowing. The better the liquidity, the greater the information flow and the better the quality of decision-making. The idea is intangible assets, which are the adhesive of the first three asset portfolios.