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• W2036012012 abstract "“Leadership in college athletics is still a male-dominated arena,” said Louise McCleary, NCAA director of Division III athletics. Forty years after Title IX, progress remains slow, especially for women aspiring to be athletic directors. Even in Division III without athletic scholarships, men are still 70% of athletic directors, indicating that women seeking to move from assistant athletic director to the top job need encouragement and road maps. “Many women who go into athletic administration do not have the confidence that they can move from a mid-level to an upper level athletic position,” she said. About 20 women attended the inaugural Division III Advancement Forum, part of the National Association of Collegiate Women Athletics Administrators (NACWAA) conference in October 2012 in Kansas City MO. McCleary, a former Division III athletic director, led the session on decision-making. She used notes from scheduled speaker Brigit Belgiovine, AD at Wellesley College MA, who had a family emergency. Like in any department, the first is deciding whether to pursue being a director. To decide, potential leders need a good grasp of their own personalities, their strengths and weaknesses. They also need to surround themselves with people who complement them, and a personal support group of colleagues, friends and family to share the ups and downs of a career. McCleary outlined a list of seven key steps to follow when making decisions. They work in any department, whether the answer is needed in five minutes or five months. Using them can give you the confidence that you're making the best decision given the information available. 1. Stop and think. No one will die if you take a few moments to balance the knowledge of your environment and think through the process. Take a deep breath, clear your mind, and first make sure you know exactly what is the problem that you're asked to solve. Taking time will help you realize the effect your decision has on your students, your staff, your school and yourself. Making decisions based on emotions or “shooting from the hip” to get one more task off your plate can be dangerous. Pausing to think may also help to prevent a serious miscalculation with far-reaching and long-lasting ramifications. 2. Create a positive decision-making environment. As a role model and leader, a director is responsible for establishing departmental rules. All departments should value and focus on three things: integrity, mission and priorities. Integrity must be the overarching driver. The director makes decisions based on understanding the missions of both the department and the school. She communicates priorities and establishes goals that all stakeholders understand. They must trust their administrators, as well as communicate goals and measurements of success. 3. Generate potential solutions. The decision is only going to be as good as the knowledge you have at the time and, in a collaborative environment, the people involved in making it. Make sure the right people are part of the decision-making process. When the problem first lands in your lap, list your options and weigh the possible outcomes. The first solution that comes to mind may not be the best one. Don't wait until you've gathered all the possible data to make a decision. Sometimes it just isn't available. Procrastinating leads to indecision, which leads to a decision to do nothing. Seek input until the best idea rises to the top, but don't over think it. Just because the buck stops with you, don't be too quick to tell others your pet solution. You're operating in a learning environment; by allowing your staff to have input, you're enabling them to grow. 4. Evaluate solutions. This is usually the most time-consuming step of the process, but it's the most critical. Assess the process and scenarios. Weigh the risks and consequences of the decision. What's the worst that could happen in each case? Can you live with it? Consider potential resistance to the solutions. Sometimes the most unpopular decision will create the greatest change. Don't be taken in by the latest fad. Explore the decision's feasibility. How realistic is it to implement? Will it be better than the status quo? 5. Make the call. You need to think ahead as much as possible. Making the decision can be the most exciting and stressful part of the process. Decisions can be based solely on intuition, instinct, experience or perspective—all of which lack objectivity. What initially appears to be a solid solution may be based on shifting sands. Make the decision based on both logic and intuition. When you've made your decision, relate it back to something that's already been established. This will help sell it. 6. Check the decision. If the decision is especially significant, check to see how valid it is. Have your team challenge assumptions to ensure a sound process. Don't discount your intuition if it's uncomfortable with the outcome. You are the one responsible for selling it. Once the decision has been made don't look back at the other alternatives you rejected. Own it. 7. Communicate and implement it. How will you communicate the decision, especially if it may be unpopular? Will you force the implementation or will you look to gain acceptance by explaining how and why the specific decision was reached? Can it be done in small steps? A pilot? 8. Evaluate your decision. Would you make the same one again? Without an evaluation, you won't learn from it. One of the outcomes of making decisions is learning to face the consequences with no regrets. Decision-making is a skill all leaders need in their toolbox. As you make more decisions, you gain confidence and ability to make wiser decisions. McCleary: lmccleary@ncaa.org or 317.917.6637 Belgiovine: bbelgiov@wellesley.edu or 781.283.2001" @default.
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• W2036012012 date "2013-05-01" @default.
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• W2036012012 title "Seven Steps to Making Wiser Decisions" @default.
• W2036012012 doi "https://doi.org/10.1002/whe.10458" @default.
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