HBR On Leadership: How to Make Better Decisions Under Pressure

Episode Release Date: January 29, 2025
Host: Kurt Nickish
Guest: Carol Kaufman, Assistant Professor at Harvard Medical School and Founder of the Institute of Coaching

Introduction

In this insightful episode of HBR On Leadership, host Kurt Nickish engages in a deep conversation with Carol Kaufman, a renowned expert in decision-making and leadership. Drawing from her extensive experience coaching leaders and her co-authored book, Real Time: Find Your Winning Moves When the Stakes Are High, Kaufman presents a comprehensive framework designed to enhance decision-making skills, especially under high-pressure situations.

Challenging Conventional Leadership Wisdom

Kaufman begins by addressing the common belief that leaders rely predominantly on their past experiences to make decisions. While experience is valuable—Kaufman notes, "You can say maybe 90% of the time, 95% of the time" (03:02), she emphasizes that in rapidly changing or high-stakes environments, this reliance can lead to pitfalls. Leaders must cultivate agility and the capacity to create space for smarter choices rather than defaulting to familiar patterns.

The MOVE Framework for Decision Making

Central to Kaufman's approach is the MOVE framework, an acronym that guides leaders through making effective decisions under pressure:

1. Make Space by Being Mindfully Alert
   Recognizing the moment between stimulus and response is crucial. Kaufman references Viktor Frankl’s idea that "between every stimulus and response there is a space," highlighting the importance of mindfulness in decision-making (03:34).

2. Options Generator
   Leaders should actively generate multiple potential responses to any given challenge. For example, when faced with a snide remark in a meeting, Kaufman suggests having options such as confronting the issue, focusing on data, showing empathy, or choosing not to engage immediately (09:32).

3. Validate Your Vantage Point
   It’s essential to assess whether your perspective is clear and unbiased. Kaufman warns against over-optimism and emphasizes the need to validate one's viewpoint to avoid cognitive biases that can cloud judgment (18:03).

4. Engage and Affect Change
   After generating and validating options, leaders must decide how to act to implement the best possible outcome.

Three Dimensions of Leadership

Kaufman expands on the MOVE framework by introducing the three dimensions of leadership:

• What Do I Need to Do?
  Identifying the objectives and desired outcomes.

• Who Do I Need to Be?
  Aligning personal identity and inner resources with leadership roles.

• How Do I Relate to Others?
  Adopting the Platinum Rule—“treat others as they would like to be treated”—to foster better relationships and team dynamics (05:54).

Real-World Applications and Case Studies

Kaufman shares compelling stories to illustrate her framework. One such example is Matt, a candidate vying for a CEO position. Initially focused solely on showcasing his knowledge, Matt failed to connect with the board. Through coaching, he learned to adjust his approach by considering not just what he needed to do, but also who he needed to be and how to relate to the board members effectively (07:03).

The Importance of Practice and Repetition

To internalize the MOVE framework, Kaufman advocates for consistent practice or "reps." By regularly simulating decision-making scenarios, leaders can develop the habit of creating space and exploring multiple options instinctively. This preparation equips leaders to handle real-life high-pressure situations with greater confidence and flexibility (14:05).

Developing an Organizational Culture of Smart Decision-Making

Kaufman emphasizes that effective decision-making should extend beyond individual leaders to become ingrained in an organization’s culture. She introduces tools like the "10 of 10 conversation," which encourages employees to envision optimal outcomes and critically assess their current performance to foster continuous improvement and strategic alignment across the company (21:50).

Overcoming Common Challenges

Leaders often struggle with maintaining this adaptive decision-making approach, especially under stress. Kaufman identifies ego and overconfidence as significant obstacles. She advises leaders to remain humble and open to feedback, ensuring that their decision-making remains objective and aligned with the organization’s goals (18:03).

Conclusion: Embracing an Authentic Leadership Style

Kaufman concludes by advocating for an authentic modus operandi that reflects a leader’s true self rather than a rigid, predetermined style. By embracing flexibility and self-awareness, leaders can navigate complex challenges more effectively and create environments where their teams feel safe and empowered (27:12).

Notable Quotes

• "Between every stimulus and response there is a space... that is our freedom." — Carol Kaufman (03:34)

• "If you were a 10 out of 10 on this, what would you look like?" — Carol Kaufman (21:47)

• "Leadership sucks. It's really hard... and it doesn't serve your company." — Carol Kaufman (16:07)

Final Thoughts

This episode of HBR On Leadership provides invaluable insights into the nuanced process of decision-making under pressure. Carol Kaufman’s MOVE framework equips leaders with the tools necessary to break free from automatic behaviors, fostering a more thoughtful and adaptable leadership style. Whether you’re navigating a corporate boardroom or leading a team through uncertain times, the strategies discussed offer a pathway to more effective and resilient leadership.