Van Batenburg: The Art of Decision-Making

Reverend Aaron Payson, who is a Unitarian Universalist minister, makes me reflect and reconsider what it means to be fully human. Each Sunday morning is another opportunity to grow and become a more compassionate person. My wife, Deb, and I attend when we can and have for over 15 years. Last year was a good year for that, as I limited my travel significantly. Aaron has helped our family in many ways by helping me consider decisions that affect those I love. 

Attorney David Webber attended one of my company’s classes in the year 2000. The subject of the course was vehicle emissions. David had not gone to law school yet. At that time, he was a pretty good automotive tech driving a Volkswagen diesel that he had converted to run on homemade bio-fuel. In other words, he collected used French fry oil from fast food restaurants to burn as fuel! David installed a bio-diesel kit that would substitute for diesel, once the car was warmed up. At age 39, he sold his part of the auto repair shop he was partnered into and got his law degree. He was my lawyer for about 10 years. He left the firm to offer counsel to a hospital. The business advice David provided was always spot-on. 

A minister and a lawyer — this could make the opening line of a politically incorrect joke!  

But instead of making fun of David and Aaron, let’s compare what you might do, as a tire store owner or manager, when a decision must be made and you are the final decision maker. 

How do we balance our hearts with our heads? Humans have amazing intelligence when compared to other primates.  

That allows us to stop and ponder what to do next. We also have instincts, like animals — no thought required.  

If you’re like me, the worst decisions in business you ever made were emotional. That includes decisions related to the people who work for you. Employees can be frustrating if they are having problems in life outside of work. I started my business at age 26 in 1977. As a young man with only a high school education, I beat the odds. 

How was my decision making? I guess good enough, as we are in our 48th year of business. It did get better. How are you doing in this regard? 

Create a report card for yourself. In the last 12 months, what did you have to wrestle with? Was it financial, an employee issue, a building problem or a marketing problem? Maybe it was a certain customer, an illness, a relocation or something else? 

• What was your best solution to a problem that worked out well — something where everyone was a winner?
• What decision did you regret?
• Who offered you unsolicited advice, which resulted in you getting defensive?
• Who do you listen to when you need business advice?
• What emotional decision cost you some real money?  
• How vulnerable can you be when things are not going in the direction your company needs 

As I have navigated my way in the industry, like all of us, I have a story to tell as an owner of a small business. What is your story? 

I’ve met others along the way who have made some costly mistakes. Let me share their stories, but I will not use their real names. 

Joe, a shop owner who employs six technicians at various levels, bought the online training that my company provides. It is a six-month course in hybrid vehicle technology.  

I tried to explain to Joe that everyone learns at a different pace and online learning is not for everyone. He wanted his technicians to study at home.  

I suggested he let them start the lessons on the clock at work for 30 minutes each day. No dice. Joe expected them to all stay synchronized by staying on the same lesson. I tried to lower his expectations. Again, no luck. As you may have concluded, Joe lost a tech and brought down morale at his business. 

I had a technician/shop owner named Ray, who was a hot head. He attended our 10-day class. The techs he hired were never able to offer suggestions as they never knew when he may bark at them. I’m not sure what was up with Ray. 

Joe and Ray both let their emotions get in the way of listening and level-headed, logical thinking. 

How does one stay calm when running a thriving business? Remember what the long game is — where you want to go. Measure your response to help everyone get there. Remember, if you are not where you want to be, you just are not there yet.  

Keep moving forward. You will get there.