Executive Decision-Making: How I Approach Complex Choices With Integrity, Clarity, and Strategic Vision
One of the realities of senior leadership is that the decisions placed on your desk are rarely simple. The higher you rise in an institution, the more your choices influence budgets, people, culture, and long-term direction. Over the course of my career, I’ve learned that decision-making is not just a task — it is a discipline and a reflection of a leader’s integrity.
When I approach any major decision, I begin with mission alignment. Institutions exist for a purpose: to educate, support students, advance opportunity, and strengthen communities. Whether I’m evaluating a partnership, restructuring a department, assessing a financial challenge, or considering a personnel decision, I return to the question: Does this strengthen the mission? If the answer is no, then the direction typically becomes clear.
I also believe strongly in relying on accurate information. I’ve seen leaders make poor choices when they rely on assumptions, incomplete data, or emotional pressure. My philosophy is to gather facts, listen carefully to those closest to the issue, and analyze the long-term implications — not just the short-term fixes. Data informs decisions, but values guide them.
In my experience, transparency strengthens decision-making. When leaders explain why a choice was made, who was consulted, and how the outcome supports the institution’s goals, people respond with more trust — even when the decision is difficult. I’ve always committed to communicating openly and clearly so people understand both the rationale and the direction.
Another critical component is timing. Sometimes leaders must act quickly to protect the institution; other times, the best decisions require patience and further consultation. I’ve learned when to move decisively and when to pause, gather perspectives, and create space for better solutions to emerge.
Of course, no leader makes decisions alone. One of my strengths has always been building strong teams and knowing when to bring in experts — legal counsel, compliance officers, advancement partners, enrollment leaders, coaches, or business operations specialists. Strong decisions come from a collaborative process where multiple viewpoints are respected.
Finally, I believe leaders must own their decisions. Accountability earns trust. When a leader can say, “This was my decision, and here’s why,” it reinforces credibility and reinforces a culture of integrity.
Executive decision-making is challenging because it tests not only skill, but character. Throughout my career, I have approached decisions with honesty, clarity, strategic thinking, and a deep commitment to doing what is right for the institution and the people it serves.
Further Reading
• Leadership Through Personal Accountability
https://www.dr-brian-wickstrom.com/leadership-through-personal-accountability
• Ethical Leadership & Organizational Trust
https://www.dr-brian-wickstrom.com/ethical-leadership-accountability
• Executive Leadership Philosophy
https://www.dr-brian-wickstrom.com/executive-leadership-philosophy
Look at these two articles from my experience at St. John Bosco:
https://www.dr-brian-wickstrom.com/articles/st-john-bosco-student-centered-leadership-wickstrom
https://www.dr-brian-wickstrom.com/articles/st-john-bosco-operational-excellence-wickstrom
