When was the last time you had to make a decision? A relevant one? With a financial risk? With an image risk? Perhaps also with an emotional risk?
It was a good five years ago for me. I was triggered by a former fellow student. She wanted to coach like me. I was very honoured - and I told her about my career, which consisted of three training courses with a total of nine years of training. I could understand that it was too much for her. So I made a decision: I would found AC Campus and offer my own training programme: Deep Work Coaching.
That is a turning point in my life. A certain amount of time passes between the idea and its realisation. I gather information: What do I need? What do I need to pay attention to? What are the consequences? I develop a target image for myself - like a vision. I hold discussions - with three or four confidants who I know can help me with their expertise.
Despite all the figures, data and facts that I collect, one thing is clear to me: this will be a deeply emotional decision. That's why I do what I do with my coachees: I put myself into a trance. I use the method of hypnosis and bring myself into the target image. I virtually walk through the building with the sign in my mind: AC Campus. I look at the rooms, I walk through them, see the colours and shapes. I feel my way in. I take in and perceive the target image with all my senses, so to speak.
Nevertheless, I am making a decision under uncertainty. The question arises: Is my plan realistically feasible or am I overestimating myself? Is there a blockage inside me - or is the uncertainty a fact?
When managers come to me to talk about decisions, I recommend a decision matrix. I have also used this method for myself. It works like this:
- I write down the different options I have.
- I make a note of the pros and cons of each option.
- I differentiate every pro and every con into emotional and rational.
So I gain up to four aspects for each option. Then I formulate relevant aspects, arguments per category - and put them on my bedside table and add to them over time. Because my notes are there and I see them regularly, I think about them again and again. That's how I come to the decision: Yes, I'm going to do it. I'm founding AC Campus. I'm launching my own training programme.
I don't make the decision based on the sum of the arguments. It is much more important to me whether an individual argument is particularly relevant. My gut feeling decides that. Many of the decisions we make are emotional.
In addition, the personality style of individual people is also important. I will mention two contrasting styles to illustrate this:
- People with a dependent personality pattern, i.e. who are dependent on someone, are generally more cautious, have worries and fears and therefore tend to make decisions more slowly and cautiously.
- People with a narcissistic element can make decisions quickly. But they often don't listen. These are the typical basta decisions. Coachees often tell me about managers like this: "It doesn't matter what we suggest, it doesn't make sense anyway." Argumentative and logical - that doesn't work because this type of person prioritises their own aspects when making decisions.
Over time, I have also realised: Does everyone learn from their decisions? No! Would I wish that? Yes!
I hope that everyone stands by their decision - even if it was a mistake. I would also like everyone to learn from it: What part did I play in this decision? Only if I am capable of this self-reflection will the decision I have to make next be better. I promise.
You can find out more about making decisions in my podcast "Find the core" at https://ac-campus.de/podcast/.