Back to the Mentorship section
How do you make the right decision? This process is multifaceted. Let’s say we’re considering a business decision. I start by analyzing the business’s needs and its strategic goals. Then I factor in the interests of the company’s owners and partners, trying to understand their perspectives and desires. Clients are the next important element. How will my decision affect them? After that, I turn my attention to employees, as well as to issues of safety and legality. And, of course, my own inner intuition and desires matter.
During the analysis, I look at different angles: from top management’s opinions to the impact on specific areas of the business. Depending on the situation, this can take anywhere from a few seconds to a few minutes. The goal is to get the full picture and make a balanced decision.
In life, I rely on my experience and intuition, taking into account market trends and other companies’ practices. Each decision is unique and depends on the specific circumstances. In some cases, I rely solely on my own internal opinion; in others, I consider the company’s strategic goals, partnerships, legal aspects, safety, and the interests of clients.
So, I approach decision-making using a comprehensive method that allows me to weigh all factors and make decisions that align as closely as possible with the situation and the goals.
Moreover, when someone works with me, the process is somewhat different, just as interaction within the framework of partnership and mentorship implies a somewhat different process. From my point of view, I try to look at decision-making more broadly. I see a decision as an available opportunity. Sometimes people have the ability to make that decision, and sometimes they don’t. Imagine that I have the ability to normalize and structure data. This means I can create a database architecture with 200 tables and, say, 3,000 fields in just a few hours. I have this skill. I love doing it. This means I can structure information or bring it into some kind of order.
Does this allow me to make decisions a bit differently? Of course it does. How do you learn this? Do you need to go study and develop this ability? And is it even accessible to a person? Can they gain this experience? I’m not sure. Not always. However, if a person realizes that many different factors play a role in decision-making and has learned to analyze and take these factors into account, then this becomes a solid foundation for making more accurate, clear, and correct decisions. Then you need to examine specific situations and make appropriate decisions. After all, they can be very diverse.
When making decisions, I use many elements and rely on my extensive experience and “visual library” of what I’ve seen. Everyone has their own decision-making system, influenced by many factors. For example, in business, I make decisions by considering the situation from different sides—ranging from the interests of the business to the desires of shareholders and clients. I analyze the situation through various vectors, including external consultations and my own intuition.
The decision-making process spans a wide range of situations—from business to personal life. Each case has its own principles, approaches, details, and methodologies. For example, making decisions in financial accounting, hiring, strategy development, sales organization, raising children, choosing vacations, and much more. In each area, you need to consider experience, current conditions, the past, forecasting the future, and many other aspects. This requires deep understanding and study of each field to make well-considered and correct decisions.
How to teach others to make decisions? It’s important to learn to look broadly and consider various factors. I can structure information thanks to my ability to normalize data. But not everyone has the same set of skills or experiences, so each person’s approach to decision-making is different.
Understanding where to direct attention when making decisions is key. I look at the situation from different angles: through my own viewpoint, the client’s perspective, the company’s standpoint, that of the shareholders, employees, and partners. This helps to see the essence of the task. Based on the experience of these vectors and intuition, the depth of the situation becomes apparent. It’s important not to focus on just one aspect but to consider the entire breadth of possibilities.
There are no perfect rules for all cases. It’s important to understand when and which combination of aspects to use. For example, in business, you can learn to look at a situation from various angles, not limiting yourself to a single source of information or opinion. The breadth of perspective matters to make thoughtful, comprehensive decisions.
In my business model, I strive for a combination of systematic and process-oriented approaches along with the possibility of creative and spontaneous decision-making. For example, in my company’s financial system, everything is strictly controlled and automated, but at the same time, there is a mechanism for making quick payments. This requires creating a special structure that allows for the combination of strict control and flexibility in decision-making.
How do you make the right decision? This process is multifaceted. Let’s say we’re considering a business decision. I start by analyzing the business’s needs and its strategic goals. Then I factor in the interests of the company’s owners and partners, trying to understand their perspectives and desires. Clients are the next important element. How will my decision affect them? After that, I turn my attention to employees, as well as to issues of safety and legality. And, of course, my own inner intuition and desires matter.
During the analysis, I look at different angles: from top management’s opinions to the impact on specific areas of the business. Depending on the situation, this can take anywhere from a few seconds to a few minutes. The goal is to get the full picture and make a balanced decision.
In life, I rely on my experience and intuition, taking into account market trends and other companies’ practices. Each decision is unique and depends on the specific circumstances. In some cases, I rely solely on my own internal opinion; in others, I consider the company’s strategic goals, partnerships, legal aspects, safety, and the interests of clients.
So, I approach decision-making using a comprehensive method that allows me to weigh all factors and make decisions that align as closely as possible with the situation and the goals.
Moreover, when someone works with me, the process is somewhat different, just as interaction within the framework of partnership and mentorship implies a somewhat different process. From my point of view, I try to look at decision-making more broadly. I see a decision as an available opportunity. Sometimes people have the ability to make that decision, and sometimes they don’t. Imagine that I have the ability to normalize and structure data. This means I can create a database architecture with 200 tables and, say, 3,000 fields in just a few hours. I have this skill. I love doing it. This means I can structure information or bring it into some kind of order.
Does this allow me to make decisions a bit differently? Of course it does. How do you learn this? Do you need to go study and develop this ability? And is it even accessible to a person? Can they gain this experience? I’m not sure. Not always. However, if a person realizes that many different factors play a role in decision-making and has learned to analyze and take these factors into account, then this becomes a solid foundation for making more accurate, clear, and correct decisions. Then you need to examine specific situations and make appropriate decisions. After all, they can be very diverse.
When making decisions, I use many elements and rely on my extensive experience and “visual library” of what I’ve seen. Everyone has their own decision-making system, influenced by many factors. For example, in business, I make decisions by considering the situation from different sides—ranging from the interests of the business to the desires of shareholders and clients. I analyze the situation through various vectors, including external consultations and my own intuition.
The decision-making process spans a wide range of situations—from business to personal life. Each case has its own principles, approaches, details, and methodologies. For example, making decisions in financial accounting, hiring, strategy development, sales organization, raising children, choosing vacations, and much more. In each area, you need to consider experience, current conditions, the past, forecasting the future, and many other aspects. This requires deep understanding and study of each field to make well-considered and correct decisions.
How to teach others to make decisions?
It’s important to learn to look broadly and consider various factors. I can structure information thanks to my ability to normalize data. But not everyone has the same set of skills or experiences, so each person’s approach to decision-making is different.
Understanding where to direct attention when making decisions is key. I look at the situation from different angles: through my own viewpoint, the client’s perspective, the company’s standpoint, that of the shareholders, employees, and partners. This helps to see the essence of the task. Based on the experience of these vectors and intuition, the depth of the situation becomes apparent. It’s important not to focus on just one aspect but to consider the entire breadth of possibilities.
There are no perfect rules for all cases. It’s important to understand when and which combination of aspects to use. For example, in business, you can learn to look at a situation from various angles, not limiting yourself to a single source of information or opinion. The breadth of perspective matters to make thoughtful, comprehensive decisions.
In my business model, I strive for a combination of systematic and process-oriented approaches along with the possibility of creative and spontaneous decision-making. For example, in my company’s financial system, everything is strictly controlled and automated, but at the same time, there is a mechanism for making quick payments. This requires creating a special structure that allows for the combination of strict control and flexibility in decision-making.
Back to the Mentorship section