Sherrie Suski on The Decision Process Versus the Outcome

Whether this is done consciously or unconsciously, we tend to associate exceptional decision making with strong outcomes and poor decision making with adverse outcomes. This philosophy allows us to feel in control. All we need to do is to ensure that we hone our decision-making skills and we can nearly guarantee a positive outcome.

Unfortunately, this just isn’t always the case. When we uncouple the decision from the outcome, we know that we say it’s a bummer or call it unfair when what we consider a good decision process, results in a bad outcome and good luck when a bad decision process results in a good outcome.

“Don’t be so hard on yourself when things go badly and don’t be so proud of yourself when they go well.” I think this is one of the hardest pieces of advice to follow. Chance, timing and place are important contributors to any outcome.

Success is what is called a lagging indicator. We can only report on it after it has happened. Decision Processes, on the other hand, are leading indicators of success. Well-honed Decision Processes establish some degree of repeatability in a world where chance roams freely. So, spend your time focusing on the quality of your decision processes and not your outcomes.

About the author

Sherrie Suski has spent over two decades leading some of the most successful tech startups in the country. Based in Mission Viejo, California, Sherrie is dedicated to excellence in her field, serving as the senior vice president of human resources at Tricon American Homes. She uses her vast experience and knowledge of current HR trends to facilitate growth and success.

To learn more about Sherrie Suski, click here.