Mastering Clutch Decisions: 4 Pillars to Follow
Mishirika Scott is the Director, IT PMO at UCLA Anderson School of Management, ad former Project Manager of Student Success Systems at California State University, Los Angeles (Cal State LA). She is the managing partner of Riche Professionals, LLC (a jr. project manager training company) and she values robust engagement with emerging professionals.
Imagine starting your day with an impeccably planned routine, where everything from your morning commute to your workday and dinner plans unfold seamlessly, just as you envisioned. Even the most seasoned PMI-certified project manager could not dream of such perfection!
In reality, working professionals face a flurry of daily decisions—some calculated, and some spontaneous: “Life comes in clusters, clusters of solitude, then clusters when there is hardly time to breath” (Sarton, 1990). These are what I like to refer to as clutch moments.
A sound decision governance process offers some guidance when making clutch decisions—on-the-spot choices made under immense pressure, often with inadequate information, and akin to the public scrutiny of feeling like “All Eyez on Me.” (credit: 2Pac).
Clutch decisions are described by NBC Camps Blog (2002) in this way: “To come through in the clutch literally means to pass through the crucial moment between winning and losing. A clutch player is defined as someone who is able to perform well even under extreme pressure.” This may seem relevant to only athletes, but it’s equally applicable to project managers. After all, isn’t winning what we all seek?
Mastering clutch moments is more than just being a good decision-maker. It calls for an adaptive and agile decision-making …
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