Dave Girouard

The art of good decision making requires that you gather input and perspective from your team, and then push toward a final decision in a way that makes it clear that all voices were heard. […] I wouldn’t call it consensus building — you don’t want consensus to hold you hostage — but input from others will help you get to the right decision faster, and with buy-in from the team.

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There’s an art to knowing when to end debate and make a decision. Many leaders are reluctant to make the final call when there are good arguments and a lot of emotions on both sides. We intuitively want the team to come to the right decision on their own. But I’ve found that people are enormously relieved when they hear that you’re grabbing the baton and accepting responsibility for a decision. Using the “CEO prerogative” — to make the final call — isn’t something you ought to need every day. As long as you do it sparingly, you can actually make your employees more comfortable, and engender more trust by pulling the trigger, logically explaining your choice and sticking with it.

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