![]() ![]() Seeking broad consensus requires considerable compromise to incorporate each person’s perspective. When my colleagues smiled and nodded their collective heads, it reinforced (in my mind, at least) that I was an excellent decision maker.īut as time wore on, I saw the fallacy of this approach. Like many young leaders, early in my career, I thought a great decision was one that attracted widespread approval. If you consider all of the elements listed above, then it’s simply a matter of addressing each one with a heightened sense of urgency. Great decisions balance short-term and long-term value. Finding the right balance between short-term and long-term risks and considerations is key to unlocking true value.Great decisions address the root cause, not just the symptoms. Although you may need to urgently address the symptoms, once this is done you should always develop a plan to fix the root cause, or else the problem is likely to repeat itself. ![]() Seek input and guidance from team members who are closest to the action.
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