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Answer Upon - How to Survive the Perils of Executive Decisioning
Prime directive: Make sure your claim is reasonable! Otherwise, forget it.First thing: If you have a legitimate claim denied or a beef with a company (my method can be applied to insurance companies, dealerships, bad fish, or whatever), prepare yourself for the likelihood of frustrating conversations with people who either can’t think
As the landscape in this industry gets more and more competitive, turf wars crop up, oftentimes within organizations, and the disruption adds to the downward spiral of sales and profits. If you are experiencing turf wars in your company, identify which combination of the following six causes are the ones you need to immediately address.
Nobody is immune to bad decisioning…We have all made bad decisions whether we like to admit it or not. I have either been a principal owner or senior executive since I was in my mid 20’s and have generally been highly regarded for my decision making ability. That being said, I have also made my fair share of regrettable decisions. When I reflect back upon the poor decisions I’ve made it’s not that I wasn’t capable of making the correct decision, but for whatever reason I failed to use sound decisioning methodology.
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incorp
“Too many leaders act as if the sheep... their people... are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep.” Ken BlanchardHow does a small business owner strategically expand his business for a global market? Are international markets only reserved for larger companies? C
Nobody is immune to bad decisioning…We have all made bad decisions whether we like to admit it or not. I have either been a principal owner or senior executive since I was in my mid 20’s and have generally been highly regarded for my decision making ability. That being said, I have also made my fair share of regrettable decisions. When I reflect back upon the poor decisions I’ve made it’s not that I wasn’t capable of making the correct decision, but for whatever reason I failed to use sound decisioning methodology.
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incor
For those of us that are just beginning their job search after finishing their course of study, the world of work can seem rather daunting. There are so many careers to choose from these days. They are no easier to get into than they ever were, and it is so hard to know before you start which are the most likely to suit your temperament and l
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incor
If you are going to run a car wash fundraiser for a nonprofit group it makes sense not to waste the water especially since the water is probably being donated by a business, which has allowed you to use their parking lot.Most garden hose outlets in commercial centers run at about 10 gallons per minute and if you simply let the water ru
The complexity of the current business landscape combined with ever increasing expectations of performance and the speed at which decisions must be made are a potential recipe for disaster for today’s executive unless a defined methodology for decisioning is put into place. If you incor
In their book ‘The Machine That Changed the World’, published in 1990, Womack, Roos and Jones identified the characteristics of automotive companies that have achieved a sustainable competitive advantage by adopting a different management ‘style’. They described these companies as ‘Lean Organisations’ becau
1. Perform a Situation Analysis: What is motivating the need for a decision? Who will the decision impact? What data, analytics, research or supporting information do you have to validate your decision?
2. Subject your Decision to Public Scrutiny: There are no private decisions…Sooner or later the details surrounding any decision will likely come out. If your decision were printed on the front page of the newspaper how would you feel? What would your family think of your decision? How would your shareholders and employees feel about your decision? Have you sought counsel and/or feedback before making your decision?
3. Conduct a Cost/Benefit Analysis: Do the potential benefits derived from the decision justify the expected costs? What if the costs exceed projections and the benefits fall short of projections?
4. As
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