How Do You Make Decisions?

Learning New Tricks

“We’re doing twice the work we used to do and getting paid the same.”

“This new machine’s not as good as what we had before.”

Are these common refrains from your work environment? Although we’re all no doubt busy, I tend to find that the underlying issues have more to do with technological frustration and change more than most other factors.

Consider the first statement, which essentially addresses the “do more with less” argument. It is entirely true that nearly all of us are and are required to be more productive than we were 20 or even 10 years ago. Yet, look at the tools that are now at our disposal. Computer speeds are faster than ever. A single cell phone has more capability than the early computers that helped us land on the moon. Groceries and other goods are delivered to our doorsteps often within a day or even hours of ordering. Scientists developed an immunization for a threatening and sometimes deadly virus in less than a year, far exceeding our expected standards.

So yes, most of us are doing more than we used to do, yet with the aid of technology. If we are still where we were in 2001, we have simply not kept up.

Still, learning how to Zoom, text, or even email can be uncomfortable propositions for many. The reward for first tackling the challenge and then succeeding at it can be immensely rewarding.

In my work in college football, basketball, baseball, and softball for ESPN I provide statistical data and observations to the “on air” broadcasters during the course of a telecast. Basically the job description summary is to share information during an event that will enrich the production and allow the announcers to come across as even more informed and up to date than they already are.

Although sports has slowly made a return during Covid, the broadcasts are different. For one, there may or may not be fans in attendance. Further, the on air talent may not even be present, announcing from a room or basement in their home or some other venue. The same goes for me: out of the events I have been assigned and worked thus far in 2021 all have been from my home office in Florida.

I recall my very first remote production a few months back. Admittedly not as technically proficient as I would like to be, I was overwhelmed at how I was going to adapt, produce quality information, and communicate it effectively. From that experience, I developed a step-by-step formula that not only worked for me, but that I believe can apply to many of the challenges any of us face to make them seem not so intimidating. If I may share:

1. First of all be grateful that the powers that be have demonstrated the confidence in your abilities to entrust you with the responsibility. They may very well see or know some things that are not so readily apparent to you.

2. The long-time question and adage of “how do you eat an elephant?, “one bite at a time,” is very helpful. Break the project down into smaller increments.

3. Seek advice next from those who may have some experience with the same or a similar challenge.

4. Begin tackling the undertaking from the perspective of what you do know. For me that translates to studying game notes and statistics from a variety of websites and transferring that information into the format and tools with which I have most familiarity.

5. Next, tackle the technology options that are most comfortable. For me that is Zoom. In my instance it also meant acquiring two laptops to begin with—one for the live game broadcast and another in which to communicate notes specifically to on air talent.

6. A third laptop was then to be added to the equation in order to receive “live” or current statistical information.

7. Assure that internet connectivity is strong and that there is reliable back up, such as a cell phone “hot spot” in order to remedy a communications void.

8. Speaking of the cell phone, it plays a role in continuing to serve as a communication device, however, through an app that allows the ability to talk to the announcers and production truck, much like a headset at an on site event.

9. Finally take a deep breath, say a prayer, have a good show, and feel gratified that you did it.

Resourcefulness feels good. These sophisticated times of ours also provide a reminder that none of us are ever too old to learn new things. It is good for me to get a taste of obstacles similar to those I task to my coaching clients.

What is the new challenge that you’re going to take on?

The Seed Sower

How Do You Make Decisions?

August 18, 2026

In another day I served on an interviewing panel that evaluated and made recommendations for police officer selection. A fellow panelist was a Police Lieutenant who eventually became Chief. A question he often asked candidates was “how do you make a decision?”

The Lieutenant evaluated responses on several factors. First, could the applicant think “on their feet,” and under pressure? Second, was there in fact a step-by-step thought process that went into the decision? Third, were the steps logical and sensible? Finally, did the process indicate an internal or external locus of control? In other words, was the decision predicated upon what would represent the more popular sentiment and cause the least resistance or was the decision based on personal and organizational values and represent what would be best for the “whole?”

How do you make your decisions, and what factors go into your process? How are you influenced? Is there a model you follow?

Morton Thiokol was a company with two primary missions. One was salt and chemicals (Morton, as in salt) and Thiokol, focused on aerospace and rockets.

Thiokol contracted with NASA to produce rubberized O-rings, a component of the solid rocket booster, which was a key element to propelling rocket ships into space.

Prior to launch day in early 1986, an uncharacteristically chilly morning prevailed at the Space Shuttle Challenger site in Cape Kennedy, FL. Weather forecasts predicted sub-freezing temperatures. Thiokol engineers debated the efficacy of the launch. It was unknown how the O-rings would perform in the cold. Delaying the launch, however, would not only result in inconvenience and financial setbacks, but disappoint those anxious to witness it.

Strong protests were voiced, especially by one engineer, Roger Boisjolly, until ultimately the pro-launch now decision was reached. On the morning of January 28, 1986, the Challenger exploded shortly after takeoff, taking the lives of seven passengers, including one teacher.

The 1984 Orange Bowl featured the undefeated and #1 ranked Nebraska Cornhuskers and the one loss and fourth-ranked Miami Hurricanes. A win for either would result in a likely National Championship due to the outcome of earlier bowl games that same day.

Late in the fourth quarter Miami was nursing a seven-point lead with less than a minute to play. A daring quarterback scramble by Nebraska on fourth down resulted in a touchdown and brought the Cornhuskers to within a point with seconds remaining on the clock. A near certain extra point kick would tie the score and result in Nebraska preserving an undefeated the college football championship.

Nebraska Coach Tom Osborne decided to go for the win via two-point conversion. When the conversion pass was batted down, the Cornhuskers were defeated and the Hurricanes crowned as national champions.

Questioned later about his decision, Osborne, remarked, “We were trying to win the game. I don’t think you go for a tie in that case. You try to win the game.”

A week later a reporter asked the coach again about his decision. “I don’t think any of our players would be satisfied with a tie. I don’t think that’s the way to do it.”

In the 1957 movie “Twelve Angry Men,” Henry Fonda plays a juror in what appears to be a “slam dunk” case of a “slum” kid murdering his abusive father. Before rendering a 12-0 decision Fonda first wants more discussion, testing the patience of the other 11 jurors, ready and anxious to “move on with their days.” Eventually another juror acknowledges there are more questions to be asked, followed by another until finally the jury reverses to a 12-0 “not guilty” verdict.

Consider other instances of high stake’s decisions with costs.

· John McCain, son of a Navy Admiral, declined preferential treatment in North Vietnam, accepting five and a half years of beatings and torture rather than choosing a release ahead of his troops. Years later, as a US Senator, he cast a deciding vote upholding the Affordable Care Act, bucking his political party.

· Gerald Ford, 38th US President, pardoned his predecessor, Richard Nixon, attempting to heal the country. Ford knew full well that his decision would likely cost him the next presidential election, and it proved indeed to be a contributing factor to his narrow defeat.

· Rosa Parks, a seamstress in Montgomery, AL, defied segregation laws in 1955 by refusing to give up her bus seat to white passengers. Her arrest led to the Montgomery bus boycott, a significant event in the civil rights movement.

Again, how do you make a decision? Would you have launched or grounded the Challenger? Went for a tie and a championship or insist on a win? Be the hesitant juror?

What will be your locus of control in decisions to come?

The Seed Sower

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Kirk McCarley, The Seed Sower Coach

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How Do You Make Decisions?

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Kirk McCarley, The Seed Sower Coach

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