 |
…there is no inherent reason why decisions should be distasteful—but most effective ones are.
|
2977 |
 |
If you’re not willing to sacrifice and to make money-costing and painful decisions that bias to your values, don’t bother having them.
|
151 |
 |
…values should be explicit, because they act like the operating system for a person’s employment, affecting every action and decision they make.
|
152 |
 |
If you’re trying to empower your people with a true sense of ownership and push decisions down to the product teams and closer to the users, then you’ll need to make coaching a pillar of what your managers are responsible for.
|
019 |
 |
In decision making, [ambiguity] can broaden an organization’s toolbox in a way that is uniquely valuable.
|
255 |
 |
Good bosses design systems and architecture, even those bosses who locate decision-making at lower levels of the organization.
|
085 |
 |
Passing information up and down the hierarchy slows down decision-making and is costly in other ways…
|
125 |
 |
When things move fast, companies make fast decisions by delegating decision authority to the person on the spot.
|
125 |
 |
…when employees know the best decision to make, why not delegate the right to make the decision to them?
|
126 |
 |
…centralizing decision authority can often reduce the delays resulting from more collaborative and consensus-driven approaches.
|
132 |
