Decisiveness

formulates his/her opinion concisely

takes up positions and makes decisions

makes plans based on previous decisions

does not hesitate or avoid making decisions

makes decisions or performs actions that have a direct effect on daily routines

takes action against structural problems that obstruct daily routines

takes action readily when a sudden problem emerges

takes up a position and speaks his/her mind regarding proceedings or colleagues' performance

makes final decisions during meetings

makes decisions that affect other departments, units, clusters

makes decisions that promote efficiency and effectiveness of his/her own and other departments

translates policy into actions for his/her department, taking other departments into account

makes decisions and takes actions that solve recurring problems

takes up a position in meetings that reflects a cross-departmental point of view

makes decisions that affect the organization's future services

makes decisions that affect the organization's future course

makes decisions that involve risks for the organization and its employees (fusions, take-overs, et cetera)

makes decisions based on general information regarding developments in the organization's surroundings and in society

Decisiveness can be easily developed if the candidate has a more than average score (7,8,9) on the drives Decision making and Independent thinking & acting.

Have you ever missed an opportunity because you waited too long before making a decision? Could you give an example?

What was the most difficult decision you have had to make over the last few weeks? What made it difficult? How long did it take you?

What kind of decisions do you make quickly and for what kind do you take more time? Could you give examples?

What kind of decisions usually take you longer to make? Could you give an example?

Have you ever made an unpopular decision? Could you give an example?

Discover how you make decisions (e.g. adopt a position easily, have ready opinions, stick to your point of view) by taking a TMA Talent Assessment.

Review in what situations you make decisions easily and when you tend to put them off.

Ask someone else to think over a decision together; maybe it will help sharing the pros and cons of a decision.

Write various scenarios for yourself: ‘If this... then that’. Then choose the best scenario.

If you find it difficult to make decisions, ask yourself what would be the pros and cons of not making a decision at all.

Ask your candidate how he proceeds when he has to make an important decision. What are his considerations and how does he reach a conclusion? Can he reason his decisions using valid arguments?

Try and find out what controversial ideas your candidate has when making decisions. Candidate: I always want to play it safe. Coach: How do you know you play it safe when you procrastinate making a decision? What do you need in order to gain more certainty? Candidate: I am afraid to make mistakes. Coach: Why are you afraid? What is the worst that could happen?

Encourage your candidate to ask others for 360º feedback regarding his decisiveness. What goes well and what could be improved? Discuss the results with the candidate.

Ask your candidate to describe a certain period of time when he had to make decisions and a period of time when he put off doing so. Discuss the results in order to reflect on the kind of decisions he finds hard to make, why it is so, and what can be done about it.

Try to find out together with your candidate what is keeping him from making certain decisions. Can the problem be found in his personality or in the subject?

Decisiveness

Behavioral Examples

General

Operational

Tactical

Strategical

Development Potential

Interview Questions

Development Activities

Coaching Advice