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領(lǐng)導(dǎo)力內(nèi)部網(wǎng)絡(luò)是一個在線社區(qū)，最有思想,、最具影響力的商界人士將在此回答關(guān)于職業(yè)與領(lǐng)導(dǎo)力的問題,。今天我們的問題是：“如何做出艱難的商業(yè)決策？”以下為雅虎視頻,、設(shè)計和新興產(chǎn)品高級副總裁亞當(dāng)·卡漢的回答,。

你的決定不見得一定要完美無瑕。

一個艱難的商業(yè)決定意味著,，要么你收到的信息不充分,，要么你不得不做出的主觀判斷并沒有一個明確的結(jié)果,。人們常犯的一個錯誤是，直到獲得更多明顯的信息時才做出決定,。而等待就是缺乏決斷力的表現(xiàn),。我們?nèi)缃裆詈凸ぷ鞯氖袌稣诳焖龠M(jìn)化，速度和適應(yīng)性對于成功至關(guān)重要,。在谷歌,、兩家初創(chuàng)公司和雅虎工作期間，我總結(jié)出以下幾個幫助我做出艱難決策的心得體會：

今天的好決定,，總是好于明天的完美決定

在我的職業(yè)生涯當(dāng)中,，我曾不得不做出許多不完美的決定。但我知道,，作為領(lǐng)導(dǎo)者,，我的職責(zé)是服務(wù)員工，幫助團(tuán)隊(duì)取得成功,。

作為領(lǐng)導(dǎo)者,，我們有責(zé)任啟發(fā)團(tuán)隊(duì)，提供指導(dǎo),，并清除障礙,。換言之，你必須解除團(tuán)隊(duì)的束縛,。限制執(zhí)行任務(wù),，往往會迅速地打擊團(tuán)隊(duì)的士氣，并扼殺成功的可能性,。我不止一次發(fā)現(xiàn),，等待更多信息或者長時間為一個決定爭論不休，意味著團(tuán)隊(duì)陷入癱瘓,，進(jìn)而失去產(chǎn)生影響和學(xué)習(xí)的機(jī)會,。從這個角度考慮，不作為與拒絕,，其實(shí)是殊路同歸,。即便正確的選擇是什么都不做，但在做出這個決定時,，你至少應(yīng)該深思熟慮,。

要樂觀，但也坦然接受失敗

領(lǐng)導(dǎo)者必須是樂觀主義者——我們要為更美好的未來而不斷努力,。這條原則與接受失敗的能力似乎相互矛盾,，因?yàn)闃酚^主義者始終認(rèn)為，總有一些其他的事情可以做,，或者可以嘗試,。然而,，有些艱難的決定并不以你的意志為轉(zhuǎn)移，為了保護(hù)團(tuán)隊(duì)免受這些決定的傷害,，你必須具備容忍失敗的能力。許多領(lǐng)導(dǎo)人甚至公司,，因?yàn)閼峙率《萑肓藷o所作為的狀態(tài),。你必須向所有人證明，你不懼怕失??；做出并不完美的決定，保持正確的路線,，總比不做任何嘗試要好,。

假設(shè)你明天將登上頭條新聞

領(lǐng)導(dǎo)者應(yīng)該容忍失敗，但不能失去正直誠信,。如果你不知道一個決定是否與你的價值觀或原則相矛盾,，不妨進(jìn)行一次“頭條新聞測試”。假設(shè)你的決定和促使你做出這個決定的理由,，變得完全透明和公開,，你會有何感受？如果你因?yàn)槿魏卧驅(qū)Υ烁械讲皇娣?，這證明你的決定是錯誤的,。（財富中文網(wǎng)）

譯者:劉進(jìn)龍/汪皓

The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question “How do you make tough business decisions?” is by Adam Cahan, SVP of video, design, and emerging offerings at Yahoo.

Make an imperfect one.

The nature of a tough business decision means that either the information you’ve been presented isn’t sufficient or the judgment call you’re being asked to make doesn’t have a clear outcome. The mistake that’s often made is to wait until more information becomes apparent. Waiting is indecision. In the rapidly evolving market in which we live and work, speed and adaptability are critical means to success. In my experience working at Google, two startups, and now at Yahoo, there are a few things I’ve learned along the way that have helped me make tough business decisions.

It’s always better to make a good decision today, than a perfect decision tomorrow

Throughout my entire career I’ve been asked to make many imperfect decisions. But what I’ve come to learn is that my role as a leader is really about serving my employees and helping my teams be successful.

As leaders, it’s our responsibility to inspire our teams, provide direction, and remove obstacles. In other words, you have to unblock them. Nothing kills morale and success faster than a team that isn’t allowed to execute. What I’ve found again and again is that waiting for additional information or debating a decision at length means paralyzing your team from having impact and learning. Think of it this way, inaction is the same as saying no. If not doing something is the right answer, you should at least make that decision consciously.

Be an optimist, but accept failure

All leaders must be optimists — we must constantly strive for a better future. This primary principle will feel in conflict with the ability to accept failure, because as an optimist, it’s assumed there is always something more we can do or try. But having a tolerance for failure is needed to protect your teams from tough decisions that may not go your way. Many leaders, and even companies, enter a state of inaction because they fear failure. You must act as if you’re not afraid to fail; it’s always better to make the imperfect decision and course correct, than to not have tried.

Assume you’ll be the headline of tomorrow’s paper

As leaders, we should tolerate failure but never sacrifice our integrity. If you’re ever in doubt about whether a decision is in conflict with your values or principles, give yourself the front-page test. How would you feel if your decision and everything leading up to it became fully transparent and public? If there’s any reason why you wouldn’t feel comfortable with that, you’re on the wrong side of the line.