Even the best of times can leave us wishing we could see into the future and know that we are doing the right thing. Even the fun decisions can create an unforeseen ripple effect. Will your choice be fair to all concerned? Have you thought through every impact? What are the unknowns that you should anticipate? Who among us hasn't wished for a crystal ball?

Harder still are those negative decisions that we have to make. Who should be laid off first and should we consider merit or longevity or productivity? Can our culture survive any layoffs? What about the institutional knowledge that leaves with those people? Have we documented the processes well enough to be sure we'll be able to continue operations smoothly? Which employees who remain will suffer survivors' guilt? Or perhaps you need to move the office to a new location and not everyone can come along. Are you sure you have considered every possible alternative? Have you properly compensated those who will be affected by the longer commute? Sometimes, even in the very best of circumstances, an employee does not make it due to performance issues. You may struggle to provide every possible alternative. You'll ask yourself if the training was enough. Were you a good enough coach? Or is it simply poor casting?

Related: Read Lisa H. Harrington's previous column “Setting Expectations.”

These are the times you need a strong lamp in your lighthouse. Sailors still use that point of reference to avoid the rocks and shoals. In this era of technology, when the lamp is made of halogen or LCDs instead of wax or oil, and the tower is made of rods of steel, and the timing is handled by computer, there is still a simple beam of light. For most things that are critical to our basic survival, simple remains effective. There is nothing new under the sun. We can create new ways to handle the basics. Technology is a wonderful tool. We can use a computer to type our words instead of an old Selective or a quill pen. But the writing and the reading remains the same. Our sales techniques will vary based on products and presentation tools, but the relationship that makes it possible to close the deal usually still requires a real connection between two human beings.

And as managers, we need that light to show us the way when we are trying to make hard decisions with too little time and too little information. In fact, sometimes the problem is too much information. I have heard that today's issue of the New York Times contains more information than an 18th century man learned in a lifetime. Perhaps all that information overwhelms us, the way a storm overwhelms a sailor trying to find the port.

How do we find that light? What will be our guide? There are many coastlines and many lights. Some need to be stronger than others.

1. Know your boundaries. What line do you draw in the sand with regard to your own actions? How far will you go to save the company, the job, the industry? Is there a path you would never choose? This should be your brightest light. You must make that decision in your own personal vacuum, without bias regarding salvaging your career or the company. All other things being equal, with nothing on the line but your own reflection in the mirror every morning, what is your guiding principal?

   When hiring in a tough situation, using all the data you have, are you comfortable making that decision yourself, or do you seek the counsel of others? Do you need others to help with the interviews? Either is right, but which is right for you? Or if you have to change from an old, reliable vendor, can you trust the information given to you, or is it important for you to do the research yourself? Some would say even the lines of integrity get blurry once in awhile. Have you defined where the line blurs for you?

2. What is the light for the company? What parameters need to be set for consistency in leadership and the actions that leaders must take? Defining the culture for leadership is ridiculously hard. Imagine getting all the leaders in the organization to buy in, and feel that they have been included in the creation of that culture, and then implement the concepts. It feels like herding cats. But it can be done, and more inclusion even at this level means more buy in. Sometimes at least part of this answer can be found in the corporate mission statement.

   This light has to be very strong as well, and polished frequently to be effective. Consistency in the application of these guiding principles among managers can be life saving in rough times. We need our leadership to be second nature. The right way should come naturally. A friend of mine once said, “a rising tide lifts all boats.” If all the leaders have the same guiding light, that raises the level of accomplishment across the whole company.

3. Consider the culture of the industry. What should be considered about the parameters that are expected among your peers? What behavior is good? How brightly do the lights shine around your industry counterparts?
4. Take time now to prepare. The most critical point is this: You need to define your guiding principles as much as you can before you get into the storm. The lighthouse light should be prepped and ready. Taking time now to stop, look and think is not a luxury. Preparation is a necessity; in this case, time is not your enemy. Take the time to work thorough these issues now, before you have to make a quick decision. Your success and survival depend upon your ability to look before you leap.

Related: Read Philip Lieberman's article “A Disciplined Approach.”

The simple act of having to work through the process will in itself change your insight. Every time you make a tough choice, you will change a little. Going into the storm without any understanding of the light will reduce your chances, but if you start out knowing how to find that one speck of light in the darkness, and head toward it, you'll find your way.