If we reflect on the conversations about Bankers, their part in the recession and indeed in its recovery, what can we learn as managers and family members about decision making and how we can make the most robust and proactive decisions possible.

Here are just a few things I have been thinking about:

1. Go with your gut feel if you sense something is going to happen, take action immediately – read Malcolm Gladwell’s book ‘Blink’. This will help you understand more about how and why intuition is an important part of the decision making process. You can get this on Amazon and also look at the reviews here http://bit.ly/cErAVb
2. Plan for tomorrow and not just today and remember to add a contingency
3. Remember for those of you who are managers, that even though we are clawing our way out of the recession, your staff may still be anxious – communicate widely about any changes that are taking place in the company and help them see how they are valuable to you and the organisation
4. Members of your team may have been deeply effected by the recession – perhaps a partner or family member has lost a job, perhaps their level of debt is too high and perhaps they are begin chased by creditors. You need them to focus whilst at work so do whatever is in your power to help them. The first step is to notice subtle changes in their attitude, energy and focus and to ask gentle questions to determine if this is a problem for them
5. Rather than focusing on stopping using post its and closing down spend start asking a new set of questions that help the business to thrive. E.g. “how can I get £5 value out of every £1 I spend?”

And for you personally, some additional thoughts:

1. Budget, budget, budget! Go to www.moneysavingexpert.com great savings and templates
2. When you buy things go for quality goods that will last.  Buy the best that you can, it’s likely to last longer
3. Save first for what you want rather than buy on credit that may be difficult to pay back later. If you still want it after you have saved for it, it is likely you will enjoy it more and certainly appreciate its value more
4. When buying presents for close family or friends who are under 18 always give a cheque it’s a double whammy they can’t spend it immediately and it encourages them to think about saving. (they might think you are boring but trust me when they are older they will thank you)
5. Always ask for a discount.  I negotiated a 40% discount on an item I really wanted recently. Another item I got a 25% discount. All because I asked. Don’t be afraid to ask – you have nothing to lose

A n extremely artful coach, Jackie Hutchings from Footdown asked me yesterday “What’s one thing that I could give you that would make a significant difference right now?” wow what a question! But also what a simple one. It cut direct to the heart of the conversation. And you know what, it made me think, prioritise and ask (and she gave it to me!) That single question drove new behaviours in me all day that positively impacted on every action I took.

These types of questions, push people to think because they do not automatically know the answer. We have professional, capable people all the way through our organisations, its time to release control and encourage the ideas to flow. Try some of these.

1. Questions to change perspective
“What would Obama/ Redgrave/ Jim Collins/ your mum do?” Encouraging others to think about someone they respect and how that person might handle the situation.
2. Questions to develop a framework for a solution – encouraging others to consider what success would be like “Who needs to be happy with the result?” “It’s now 6 months in the future and we found the solution. What would that success look/feel/sound like?” “What are the critical concerns that we’d need to address  ensure a positive outcome?”
3. Questions to check in on resources – Resources are one of the key inhibitors. People feel automatically that they don’t have enough resources so they do nothing. Try asking “If we could adjust the tasks people do to make room for this, what would need to change?” “How would you solve this challenge without any additional money, time or people?” “If you knew the answer, what would you say?”
4. Questions to challenge assumptions – make a list of all the things you ‘know’ about the current situation. Then play devil’s advocate “How do you know that can’t be changed?” “What rules would need to be broken to make a change to this?” “What would be the worst that can happen if we do break that rule?” Now this doesn’t mean you can break all the rules – some of them can’t be broken, but ,by challenging some of your assumptions you will be able to drive deeper thinking that will help you find the answer.

These questions are great for development of individuals or strategic decision making. We often don’t use them because we are conditioned to apply factual questions and factual answers. It will take new discipline and new habits but we urge you to take this list and try them next time you have a significant challenge to solve and notice the difference.

The key to driving progress is to ask a different set of questions. Try some of these in your next management meeting and notice what differences in responses you get.

This blog today was inspired by a blog on the Chartered Management Institute’s blog “Tackling GroupThink” http://www.linkedin.com/news?viewArticle=&articleID=50359613&gid=22310&articleURL=http%3A%2F%2Fblog%2Emanagers%2Eorg%2Euk%2Fpost%2FTackling-groupthink-5541%2Easpx&urlhash=PHnw&trk=news_discuss

Information on 6 thinking hats by Edward DeBono can be found on www.mindtools.com/pages/article/newTED_07.htm

Information on Footdown can be found on www.footdown.com