At an executive retreat, a consultant expert asked the assembled leaders, "Why do you get paid?” After listening to a variety of responses, he revealed his answer: "Leaders get paid for making decisions.” He is right, to a point, but the message he sent was a dangerous one for leaders to hear.

Sure, leaders make decisions, but if they think of themselves as decision-makers, that is what they will be. Not leaders. Decision-makers organize their universe around problems. In general, they seek to define a problem, solicit input, create a desired outcome, and then select a strategy.

Exceptional leaders don't start with the problem. They start with the organization's goal. Next, they assess the current state of the organization in relation to the goal—the organization's position, in other words. The third step is to determine the strategy to reach the goal from the current position.

Although these two models are similar, they are not the same and the difference in outcomes can be dramatic. One works from a proactive state (Where do we want to go?). The other works from a reactive state (How are we going to get out of this situation?). Leaders who co

nsider themselves decision-makers do so because as they moved up through the ranks, they rode the coattails of their clever decisions. Instead, leaders should inspire those beneath them to make good decisions. If leaders are making all the decisions, there are fewer opportunities for their team members to test their wings. And these leaders are not spending enough time or effort identifying their organizations' overarching goals, current positions, and strategies (what I call "GPSing”).

Start using GPSing, if you are not already. Focus in on the goal with questions, identify the organization's current position, and then search for the correct strategy. Think of yourself as a leader, not a decision-maker.

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