 |
…hierarchy isn’t as valuable where few interdependencies exist among people, resources, and tasks, uncertainty is low, and there is plenty of time to make decisions.
|
170 |
 |
The idea that hierarchy requires top-down, authoritative decision-making by a single boss is largely a fiction.
|
195 |
 |
…if the costs of delay are high enough, then quick decisions are often worth the risk.
|
261 |
 |
…while most decisions should be delegated to employees with superior knowledge of local conditions, overall authority… cannot be passed down the line.
|
263 |
 |
…many women have a hard time saying no, whether the decision is big or small.
|
034 |
 |
Leaders make decisions based on the information they have, then move ahead to the next decision. They don’t look back.
|
036 |
 |
Timely decisions are proactive; they help you more forward. Procrastinating only puts you in a reactive mode…
|
037 |
 |
…an empowered product team is all about pushing decisions down to the product team level.
|
011 |
 |
…leaders may need to make hard decisions to restructure all or part of their topology.
|
020 |
 |
Choices mean focus. Deciding what few things you really need to do, and therefore all the thing you won’t do.
|
027 |
