Harvard Business Publishing

Executives are called on to make tough decisions. In some instances, they will need to explain their reasoning in public. When those situations arise, a savvy executive will do well to study how former Secretary of State, General Colin Powell, explained his decision to support Barack Obama for president in 2008.

Powell used all of his persuasive skills to describe the context and the reasons for his decisions. Studying that explanation can serve as a good template for explaining a decision clearly and forcefully. In essence, Powell acknowledged the enormity of the issues as well as the reasons for his advocacy.

Specifically, here's what Powell did:

Provide the big picture. Powell described the world as he saw it, with the United States fighting two wars, facing declining respect abroad, and combating a crippling economic crisis. In doing so, he provided context for his decision. Executives need to do the same for their big decisions. Sketch the situation. Play up the need for decisiveness.

Make the case. Powell said that both candidates are qualified to be president. By selecting Obama over McCain, Powell was making the "hard right" decision, e.g. choosing among two good alternatives. Powell took the time to elaborate on the negatives as they related to policy and party, not personality. He made it clear that Obama was qualified as well as possessing sound judgment and temperament. Executives making such decisions about recruitment and promotion of senior executives would do well to keep Powell's words in mind. You want to be seen as making the best choice of good options, not a so-so choice among bad options.

Declare the moral imperative. Powell also told a touching story about a photograph of grieving mother kneeling next the headstone of her soldier son who had been killed in Iraq. The headstone identified the fallen soldier as a Muslim. Powell was reminding viewers that religion and ethnicity do not define patriotism; sacrifice does. Seldom are stakes as high in corporate world, but executives need to align themselves with and abide by the moral high ground.

Look to the future. Powell labeled Obama a "transformational figure." That places higher stakes on the decision. When an executive makes such a call, he better be thinking and acting big. In other words, the decision to launch a new product is transactional; the decision to enter a new market or buy a competitor is transformational. Rhetoric must serve the cause and reinforce the stakes of the decision.

Powell did something else that is essential for executives to keep in mind. He played nice to the other side. He explained his long friendship with Senator McCain and sang his merits. He did not trash the candidate; he merely presented the stronger case for Obama. Rarely will a tough decision be liked by all sides; it is important to remember that at least half, or maybe more, will disagree. There is no need to antagonize. In other words, start by agreeing to disagree -- and that starts with being civil.

Making tough decisions is what leadership demands. Making the case for them is essential to winning support as well as respect. You hope that time proves your decision to be the correct one. In the meantime, you make the decision, explain it and live with the consequences. Powell provided a roadmap for decision-makers and, in the process, demonstrated that leadership requires an ability to explain as well as persuade; but even more importantly, an ability to decide and then move forward.

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