Deciding What’s Next

Robert Schultek Author of
The Gauntlet

More than anything else they do, leaders make decisions about what to do next.

And they make these choices amidst ever-changing priorities, with perpetual resource constraints, and typically, given the urgency, with about sixty to seventy percent of the situational knowledge they would prefer to have.

The outcomes of their decisions may range from improving something or investing in an asset, to in a worst case, reacting to an existential threat. Because their decisions have significant consequences, leaders rely on proven priorities like urgency or opportunity to guide their decision-making, refusing to be influenced by the loudest voices, or by some first-in/first-out policy.

What priorities guide your decision-making?

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