Run toward the problem
There is a fine line between thinking your way to action and thinking your way out of it. Decision making delay is almost always the second one, dressed up as the first.
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The engine room.
Applied thinking on leadership, decision making and performance, published weekly on Substack.
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Delay becomes fault
A slow decision can feel, to the person making it, like control. From every other seat in the room, it (should) look like presiding over a calamity.
Read our thinkingTARGET: the tool for building a way out
Last week we agreed to start at the end. This is how you get there.
Start at the end: the case for end state engineering
The most expensive habit in leadership is solving the problem in front of you instead of the one you actually have.
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