How do you make tough, unpopular decisions?

You know what I’m talking about… those decisions that no one wants to make.

We don’t often go looking for them…

But from time to time they find us.

And it always seems as though there’s something significant hanging in the balance.

It’s never easy.

Or fun.

And as leaders, these kinds of decisions can have far-reaching implications for those we serve, our present influence and our future ability to lead well.

There are a few things that I think can make these tough, unpopular decisions a little easier to swallow for all involved:

Awareness — awareness at so many different levels is SO important.  Being in-tune with your context well enough to see issues arising can allow for more time to gather information, process and sit with potential decisions — which can be very helpful.  Knowing all of the stake holders in the decision (what they want, why they want it, how they might respond if the decision goes this way or that, etc.) is important.  Looking into the future far enough to see how any one decision might influence the overall community, key stake holders, as well outside observers is also important.  Finally, an awareness to how any one decision might impact the future direction of a community, organization or ministry must also be considered.

Confidence — once we’ve made our decision it’s important to have confidence in that decision.  If the decision was made on a whim, without all of the necessary information, without time to process, without consideration for all of the stakeholders involved, without much time spent in prayer and searching God’s Word, can make confidence much harder to come by.  We need to be able to stand behind our decisions — and give others reason to do so as well!

Communication — once a decision has been made — no matter how unpopular the decision might be — it is KEY to communicate that decision to ALL who might want or need to know.  Communicating what the decision is, how it was made, and what it means for the future of your community, context, ministry, etc. can go a long way in helping to get the most positive benefit from a tough, unpopular decision.

Follow-up — finally, whenever possible, follow-up with the stake-holders who had the decision go against what they had hoped for.  Finding ways to work with this estranged group can serve to build bridges and keep lines of communication flowing — ultimately serving to shape the present, and future, of your community in some positive ways.

Tough, unpopular decisions are never easy or enjoyable to make.  But it’s a part of leadership.

Decisions like this will inevitably befall us.

The question is: what will we do?

How do you make hard decisions?

What do you do when you sense that your decision might be a very unpopular one?