In high-altitude mountain environments, good decision making is imperative and often time critical. It's usually the difference between success and failure... or worse. Good judgement is at the core of a leaders ability to consistently make the right decisions - but what separates good judgement from bad and how can we be sure to make the right decision MORE often.
Through the Hogan Judgement report, I've discovered that I'm actually a deliberate, highly intuitive and strategic decision maker. My reactions to feedback include being very cool-headed and I'm willing to admit failure in order to learn from my mistakes and make better future decisions. But what does this all mean?
Fortunately, my profile and the way I'm naturally wired to make decisions (my judgement) works very well for me in extreme mountain environments. But it doesn't work nearly as effectively when I'm sitting at my desk trying to process and make sense of corporate governance reports, project management CRM systems and sales and marketing plans. To me, all seemingly complicated stuff - that to my business partner John for example - comes very naturally. Fortunately, I'm receptive to feedback which makes me very coachable, so I usually manage to get there in the end!
Gaining insight into my natural biases and understanding HOW to make better decisions (and HOW to better learn from mistakes) is powerful information. It takes a degree of dedication but applying this knowledge to your business, sporting or personal life isn't rocket science. In turn you'll develop a reputation for being a good decision maker and almost certainly, a better leader.
Above is a fantastic (short) video from the people at Hogan Assessments on judgement. I'm sure you'll find it interesting and worthwhile.
To learn more, or to take the Hogan Judgement assessment yourself, please contact Nick Farr Leadership.