ESA Skill 7: Leadership & Decision-Making—Making Confident, People-Focused Calls
- The Open Mind Institute
- 5 days ago
- 2 min read
True leadership isn’t defined by job title. It's defined by the decisions you make and the impact they have on people.
Week 7: Making confident, people-focused calls
In modern workplaces, authority alone isn’t enough. Leaders today are expected to:
Make informed decisions under pressure
Communicate with clarity and empathy
Consider business goals and human needs
Act decisively, even without perfect information
The best leaders don’t just direct, they also align, empower, and build trust through their decisions.
Great decision-making blends strategy and humanity. When leaders get this balance right, teams move faster, trust deeper, and create results that last.
Why This Skill Matters
Modern organisations require leaders who:
Provide clarity amidst uncertainty
Build psychological safety through communication and consistency
Create confidence, not confusion
Model responsibility, not defensiveness
People follow leaders who inspire confidence and demonstrate integrity, not simply those with authority.In uncertain environments, clarity and confidence from leadership are stabilising. They prevent confusion, protect culture, and fuel performance.
Key Leadership Behaviours That Build Good Decision-Makers
Seek input, not validation
Great leaders ask: “What am I not seeing?”
Invite diverse thinking early to avoid blind spots and strengthen buy-in.
Balance speed with thought
Move with purpose; fast enough to stay relevant, measured enough to remain thoughtful.
Communicate the “why”
People commit more when they understand the rationale, not just the result.
Lead with values
Let organisational and personal values act as a compass, especially when choices are difficult.
Own your decisions
Leadership means taking responsibility, not shifting blame. Accountability earns credibility.
A Practical Framework: The 3-Lens Leadership Model
Before making a decision, evaluate through three lenses:
Effective decisions tick all three.
Examples in Practice
Effective leadership in action
A leader must restructure a department. They:
Communicate early and clearly
Offer support throughout transition
Reinforce the purpose and future vision
Outcome: alignment, trust, and sustained morale.
Leadership misstep
A policy shift is implemented without consultation or explanation.
Outcome: confusion, reduced confidence, and cultural friction.
For Organisations & HR/Culture Leaders
Developing capable leaders is not discretionary but a strategic necessity.
Equip leaders to:
Make consistent, values-aligned decisions
Elevate transparency and communication
Lead change responsibly
Build psychologically safe environments
Healthy leadership = healthy culture = high-performing teams.
Reflection Prompts
Ask yourself (or your leaders):
How do I involve others in my decisions?
Do people understand the “why” behind my choices?
Which values guide me under pressure?
Do my decisions build or erode trust?
Growth starts with awareness and self-reflection fuels leadership maturity.
In Closing
Leadership is not just a position but also a daily practice.
It is demonstrated through the decisions we make, the clarity we create, and the trust we cultivate.
When leaders prioritise both performance and people, organisations strengthen their culture, accelerate execution, and create meaningful, lasting impact.
💡 Next Week: We’ll explore Digital & AI Dexterity—using technology and AI intelligently, without losing the human touch that builds trust, creativity, and connection.
If you’re ready to explore what’s possible with ATAR, we’d love to start that conversation.
Xin Yi Ng (Michelle)
Research & Development Lead
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