Every day we make many decisions such as what to have for breakfast, which route to take to a meeting, to which movie to watch in the evening. Most of our decisions don’t require much critical thinking. Yet, there are those decisions that are difficult to make given the alternatives we face and the sheer severity of the decisions. These types of decisions take a toll on our brain and emotions. For instance, do you take the new job oversees that is a 18% increase in your salary and move the family, or stay where you’re at not getting the raise or disrupting your family? Do you sell your business and move on to another chapter in your life, or keep it for another few years waiting to time the market exactly right for a bigger payout?
To help you make those difficult decisions, this book provides a simple five-step process that considers the decision based on your wants and needs. The framework also looks at the decision from a totality view and includes your emotions in the process as well. The framework is efficient, repeatable, and reliable and can be used in your personal or business life. And by the end of the book, you’ll be able to quantify your alternatives so that you can choose the one with the highest score and thus make the best decision, for you.
Gerard Ibarra, Ph.D., is a consultant, author, speaker, and serial entrepreneur. He helps companies, faced with multiple alternatives—made even more difficult by competing departments or individuals—to converge on one. He uses mathematical modeling and systems analysis that considers cost, service, and the company’s ecosystem to aid his clients with the decision-making process. He also uses the same arsenal of knowledge to review and improve processes and escalate service reliability.
Gerard has an analytical and leadership background and experience in opening, expanding, and streamlining operations. His skills are in logistics, industrial and systems engineering, operation planning, and strategic leadership and business development. Furthermore, Gerard has over thirty years of professional experience, eleven of which were at UPS. He was also the CEO of Jaguar Logistics, the largest medical on-demand transport company in Texas, and held multiple senior-level positions for various other companies. He was also the founder or co-founder of three technology companies of which one sold.
Lastly, Gerard received his Ph.D. in applied science from Southern Methodist University. He has taught graduate courses in logistics systems engineering at SMU’s Lyle School of Engineering, and supply chain management and e-Business at the University of Dallas Graduate School of Management.
One of my friends challenged my chapter on “What Are Your Needs.” He said that people always have needs and they differ from one to another. How do you distinguish that in your book, he asked? “What makes my needs yours and vice versa?” Since we are both type A individuals, we discussed the chapter aggressively, if I’m permitted to use that word as a description. I could think of many more descriptive words. I’m not sure who is worse, me or him. Well, our conversation got me thinking and I agreed with him. I must do more research on the subject. In the end, I broke down Needs to three categories: Fundamental, Immediate, and Planned Needs. I was happy with what I did.
I updated the chapter and submitted it to my friend for another look at it. We spoke (that’s putting it lightly) again and agreed that what I have makes sense. It covers the spectrum of possible needs a person might have in their lives.
Although we are type A’s, and it takes time for me to reflect on what he says, I am incredibly grateful that I have a friend that cares enough about me to push my limits.
Good Decisions, Better Outcomes
There are three types of needs that I’ll define. The first is “Fundamental Needs,” the second is “Immediate Needs,” and the third is “PlannedNeeds.”