By Tom L Randle
"Right is not right; so is not so. If right were really right, it would differ so clearly from not right that there would be no need for argument. If so were really so, it would differ so clearly from not so that there would be no need for argument. Forget the years; forget distinctions. Leap into the boundless and make it your home."
--- Chuang-Tzu
Gut instinct is really a function of experience. The more something has worked for you in the past, the more likely you are to use the same strategy again in the future. Sometimes you can use both methods and come up with two different courses of action. The easiest decisions are those in which your gut instincts and the facts point to the same course of action. Good decisions come from experience and experience comes from making bad decisions.
The tough calls come when these two things point in opposite directions and there was no other choice to be made.
Don't force it as instincts come naturally. If you have to deliberate for days whether something is really the right move, then your instincts are not clear.
- In my role as CEO of a large credit union in SW Florida, there was a director who did not share the approved governance policy and had tried for a decade to reshape it to his liking despite getting no support from others.
Take right action when opportunity presents itself. Getting the facts to back up your instincts is prudent; but there are situations that require swiftness. Waiting for more supporting data is not always an option. If your instincts say go for it, then take action.
- It was time for this person to go. He was damaging the organization. The board had known that for years in their gut.
Do not let fear of past mistakes cripple your decision-making. The best leaders in the world are not right 100 percent of the time. Sometimes your instincts may be wrong. Learn why you were incorrect in a particular situation and move on. Don't let past errors scare you into missing future opportunities.
- The board of directors is human and wished to extend an opportunity to this person to be successful as a director. They overlooked ten years of undesirable behavior because on occasion the person was a contributing part of the board. The fear of confrontation and of forcing a resignation ran contrary to their values and personality.
Showing moral courage and taking a stand against inappropriate behavior is a hallmark of an ethical leader. The standard you walk past is the standard you accept. The more often you walk past someone or something that your instincts tell you are wrong, the more emboldened that person becomes. They may have gone their entire life without anyone saying to them that their actions, words or deeds are unacceptable, wrong and offensive to your values and honor code.
We have heard the expression should have, could have, would have, if only and next time. These all point to wanting another chance in how we handled a particular situation. Sometimes important life and work issues don't come with a second chance to do the right thing.
What are you attracting into your life? If the results are less than satisfactory the issue may be that you have come to accept a standard that does not represent who you are, and you are better than that. Achieving a work-life balance forces you to ask are you moving toward what you want or simply away from what you don't? Not taking a stand and doing the right thing increases internal discord.
Where do you need more integrity? What do you feel is holding you back?
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