The most successful leaders

By Scott Mautz via flipboard.com/@IncMagazine/   Article

This 10-Year CEO Study Reveals a Key Behavior of the Most Successful Leaders 

“Exhibiting this one behavior makes you an astonishing twelve times more likely to be a high-performing CEO. … as detailed in the most recent Harvard Business Review:

We discovered high-performing CEO’s do not stand out for making great decisions all the time; rather, they stand out for being more decisive. They make decisions earlier, faster, and with greater conviction. They do so consistently, even amid ambiguity, with incomplete information, and in unfamiliar domains.

… Here’s how to be more decisive.

1. METER YOUR EMOTIONS. Emotions can get in the way of making a decision, causing us to gloss over facts right in front of us or creating a desperate search for information to support the decision we really want to make. …

2. STEP BACK AND EVALUATE THE TRUE IMPACT OF A WRONG DECISION. … ‘What’s the worst thing that could happen in the long run if this decision turns out to be wrong?’ Odds are, consequences aren’t that dire after all. …

3. CONSIDER THE RISKS/COSTS OF NOT DOING SOMETHING. No decision might mean budgets run over, competitors move first and end up eating your lunch …

4. ACT WITH SELF-ASSURANCE. … Ever watch someone visibly riddled with self-doubt arrive at a decision? Most of the time these are the decisions that won’t stick.

5. REDISCOVER THE PLOT. … Revisiting the objective can quickly illuminate the path forward, or what seemed like a huge call to be made might reorient itself and shrink vastly in size.

6. DON’T VACILLATE IN A VACUUM; STEP BACK AND SEEK ADVICE. Indecision can arise from the constant rehashing of the same set of data, input, or experiences. …

7. SET TIME-BOUND PARAMETERS FOR MAKING THE CALL. … Concrete, time-bound parameters (with some teeth to them) can force the perfectionist or the want-it-all to let go a bit, thus enabling a much-needed decision.

8. SHARP DISCUSSIONS NET SHARP DECISIONS. … run a disciplined and pointed meeting that drives toward a decision by asking the right questions, controlling the discussion flow, reining others in when necessary, and expanding discussion where appropriate to get all the information, options, and points of view out on the table.”

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