Jack Welch the ex CEO of General Electric writes in his book jack - Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Some managers can adopt the tough guy approach very easily but most feel uneasy with it. The media often portrays these people as tough guys who drive their people by the force of their personality, shouts and threats - no wimps allowed. We're all aware of the big tough sports coaches who run successful teams. Now Roy Keane is a real tough guy player known for his hard and uncompromising style on the soccer field.

This tough discussion will be a lot easier if you've followed the previous steps and it will also mean that you are more protected against criticism. Goodness knows what some folks have experienced in their lives before they got to us - some are redeemable, some are not - sadly, that's life and we can't be responsible for anyone else, after all it's tough enough being responsible for ourselves. It's easier to get success from things folks are good at then waste energy on things that are very tough for them (in fact, frankly, they are in the wrong job. So now is the time to get tough with whatever formal procedures your organisation has. And difficult managers are ultimately no different than anyone else - so this can be used elsewhere.

But with so many trees competing for your attention, it's tough to find the forest, never mind spend much time there. In other words, if you want to focus on the big picture, you need to manage not time, but focus - yours. The challenge today is not so much time management, but focus management. Whether it is in work or in life, we all understand the importance of seeing the forest for the trees. E-mail, voicemail, got a minute? interruptions, multiple projects and competing priorities.

During the change process tough decisions have to be made and communicated. New possibilities and new priorities are intimidating to employees - the ones who most often have to live with the effects of these decisions. Featured in ICFAI University's Executive Reference on Diversity Management, author of Four Keys to Engaging Leadership, and Keynote at International Conferences, Judith was nominated for International Coach of the Year 2003, and works with International Organizational Development across North America, Europe, Jamaica, Denmark, Sweden, Israel and Russia. Since the early 1980s, Judith Richardson, M. Many theorists believe that the main reason organizational changes fail is because management does not focus on the endings that are a natural consequence of any change.

I have been exploring, training and researching methods to help business take that 'leap of faith', and try new perspectives and approaches. However, business seems locked into an older/ outdated model of operation. The men's , women's and environmental movements are a part of that holistic shift in awareness. There is a growing movement in the spiritual and holistic fields to bring a more metaphysical and human potential approach to the business community. Holism has been intergrating into both the health and mental health professions for many years now.

They have no qualms (or at least they know how to hide them) about making tough decisions, about taking the responsibility, and knowing that it can lead to resentment and isolation from other team members. Every one looks to you to make decisions, resolve disputes, and to carry all the responsibility. I could not have achieved what I have in my life without the support and respect of those I have worked with. There is absolute truth to the expression that you are only as strong as your weakest link. There were days when I really struggled understanding my team, but as long as I gave myself time to learn the role and understand the team members, I would usually get the result that I was aiming for.

Meaning the decisions they make everyday towards their customers and employees does not advocate ethics. I look forward to running into more good business out there - hopefully yours. Remember - Doing good business rewards your business with more of it. The next few times you're faced with 'doing the right thing'? Well, when you 'do it' - do it with extreme pleasure! . Why? Because that person (customer, employee, client, etc.

I know this is tough - I found it tough, but it needs to be right. What might you do next time?, is far more valuable. Help them with a learning from the mistake. People hate to get things wrong - they expect a 'bollocking' (as they say!. Building trust is vital if you, your people and your business are going to excel.

Not all decisions work out, but top executives waste far fewer hours struggling with and lamenting decisions they've made. Once they get the data they need from the correct person or position within the company, top executives quickly move ahead with their decisions. It also means that you must learn to make decisions, and make them quickly and effectively. This means taking on tough assignments early in your career (or all the time)- the ones that nobody wants. Learn what top executives already know - learning is a continual process, and people are the most important assets any company will have.

Megan Tough - published writer, coach, facilitator and speaker - works with people to create outstandingly satisfying and truly successful professional lives. Lack of an articulated plan can lead to poor (and costly) decisions. These systems must be failsafe and monitored on an ongoing basis. More businesses fail due to cash flow problems than anything else. Make more money - have more fun! To learn more and to sign up for more FREE tips and articles like these, visit http.

You'll eliminate unnecessary rehashing of decisions already made if you have good notes. When you make these decisions, always know the reasons behind your choices and document them. The decisions may be difficult or unpopular, so it's very tempting to ignore some of them. Of course, sometimes it's appropriate to reconsider a decision. When that happens, if you have written down the logic behind the original decision, it'll be easier to figure out what has changed and choose a new path or confirm that the original decision should stand.

By ensuring that you have a great group of people around you, there will be more to fall back on when the going gets tough - because that, as they say, when the tough really do get going. For outside help, if you have even a hint in your gut that it isn't working, be tough and get it fixed - or get out - dragging bad deals on is a very bad deal for you. And finally, make it very, very clear who you are holding accountable for the help you hire, whether it is in your business of from outside. You have a name to an accountability and that's that. Set them up with agreed 'T' - timescales and make them stick.

In making your own decisions, the key is in determining what you need to know, want to know, must know, and already know. These people are your business partners - people who will give you the advice and information you need to make decisions. Megan Tough is a published author, coach, facilitator and speaker. Most important, you must understand how the critical pieces of your business fit together to form the whole so you can make sound and effective business decisions. The key is to identify good people, enlist them in your cause or business, give them the ball, and then allow them to run with it.

Whether making decisions as an individual or as a team, the three principles provide the foundation for creating effective solutions. Decisions that weigh both objective and subjective data and strike an effective balance are likely to succeed. Set clear goals and implement straightforward plans. Remember that there is always more going on than simply meets the eye. Many factors can influence a final decision, not the least of which is emotion.

Decisions will only give your boss a reason to fire you. Never show your people that you care about them. Maybe they will eventually get the idea that they need to get to work. Cut company expenses by firing whoever you want. Demand increases in productivity from those remaining.