Volume for the sake of volume will only tend to confuse matters, and seeking input from sources that can’t offer significant contributions is likely a waste of time. Two other issues that should be considered in your decisioning process as they relate to the source of input are as follows: You see more input, or the wrong input, doesn’t necessarily add value to a decisioning process. While most successful leaders subscribe to this theory, the real question in not whether you should seek counsel, but in fact where, and how much counsel you should seek. Decisioning at the information level affords a higher degree of risk management, but are still not as safe as those decisions based upon actionable knowledge.Īnother aspect that needs to be factored into the decisioning process is the source of the input. I believe it was Cyrus the Great who said “ diversity in counsel, unity in command” meaning that good leaders seek the counsel of others, but maintain control over the final decision. Decisions made at the gut instinct or data level can be made quickly, but offer a higher level of risk. I have witnessed many a savvy executive blur the lines between fact and fiction resulting in an ill advised decision when decisions are made under extreme pressure and outside of a sound decisioning framework. Most importantly, knowledge is actionable with a high degree of accuracy because proof of concept exists.Įven though people often treat theory and opinion as fact, they are not one and the same.
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