The decisions about time and resources–about what to do next–change everything (Seth Godin)

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Seth Godin asks good questions. For instance - how do we decide what’s next? Is it based on urgency, proximity or values?

Mostly, I suspect, it's the first one. Ideally, it's the last one.

The question I am often asked at meetings (and I am guilty of asking others) is - what's on top? Or, any issues I need to know about? The implication of that question - name the things that are taking priority at the moment (I like present tense). 

These often tend to be things relating to our urgent deadlines.

A better question that I could ask is - what are your current challenges?

Use your best judgment (Seth Godin)

Photo by Vladislav Babienko on Unsplash

I have been wrestling with a systems problem at my Hastings' campus around where best to locate various senior year groups in 2022 - juggling spaces, numbers of students, and the need for supervision.

I've canvassed opinions, listened to alternative ideas, checked alternatives with my trustees and the big boss and mulled it all over for a few days.

I am now going to do a pros and cons chart for the two main ideas and then present this to my team to make a decision (best idea wins) because, as Seth says:

'Use Your Best Judgment. Don’t wait for someone else to take responsibility. Don’t wait for perfect. Don’t wait to find this exact situation in the manual or in history. Use Your Best Judgment.'

In this case, rather than me making a decision, I need a broad consensus of agreement. There are many moving parts and many important staff members who need to have buy in to make it work. 

Stop press - a decision has now been made with 100% consensus amongst 5 staff members. Although the thinking/deciding time was relatively short, I feel the process has been a good one and now we'll get on with communicating the decision carefully and gearing up for 2022's implementation.