 |
It’s fine to decide not to decide about something. You just need a decide-not-to-decide system to get it off your mind.
|
130 |
 |
There’s always some physical activity that can be done to facilitate your decision making. Ninety-nine percent of the time you just need more information…
|
134 |
 |
…how you decide to group your projects is not nearly as critical as ensuring that your inventory is complete, current, and assessed sufficiently to get it off you mind.
|
165 |
 |
…how do you decide what to do at any given point?… trust your heart. Or your spirit. Or… your gut, the seat of your pants, your liver, your intuition – whatever works for you…
|
204 |
 |
…deciding on and taking real next actions – actually moving on something in the physical world – is the essence of productivity.
|
271 |
 |
People will not actively commit to a decision if they have not had the opportunity to provide input, ask questions, and understand the rationale behind it.
|
48 |
 |
When leadership teams wait for consensus before taking action, they usually end up with decisions that are made too late and are mildly disagreeable to everyone.
|
48 |
 |
…waiting for clear confirmation that a decision is exactly right is a recipe for mediocrity and almost a guarantee of eventual failure.
|
80 |
 |
…organizations learn by making decisions, even bad ones.
|
80 |
 |
…it is the lack of a defined, compelling rallying cry or thematic goal that allows most bad staff meetings to happen, which enables poor decision making.
|
124 |
