 |
…by being data-driven we remove the emotions and overconfidence about making decisions that can sometimes cloud our judgment.
|
159 |
 |
If you want a strong culture, you will have to make hard decisions to let certain people go for the greater good. There’s no way to avoid those cases.
|
081 |
 |
Hiring decisions are always fraught with risk and uncertainty.
|
164 |
 |
Your peer group will try to influence your career decisions, but be your own person. Steer your own ship. Never put your personal decisions to a vote.
|
167 |
 |
Within minimal viable guardrails, move authority to the information, not information to authority. Decentralize decision-making.
|
107 |
 |
Decentralize decision-making. Do not impose prescription, micro-manage, or make Highest Paid Person’s Opinion (HiPPO) decisions.
|
107 |
 |
To maximize outcomes, intent-based leadership harnesses everyone’s brains to create the smartest possible group of humans who are able to make the smartest possible decisions.
|
158 |
 |
Servant leaders… listen and exhibit empathy. They acknowledge other people’s perspectives, give people support o be able to meet their goals, involve them in decisions, and build a sense of community. – Robert Greenleaf
|
159 |
 |
Making good decisions is a crucial skill at every level. It needs to be taught explicitly to everyone in organizations that are based on knowledge.
|
433 |
 |
Effective executives… make effective decisions.
|
876 |
