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These are the tasks. I have a law firm and I believe there should be decision tool that reflects legal work. 1. Create a document that includes a workable version of a decision tool you find helpful, in your own processes. This can be a working link to a tool or a version of the tool itself. Write a brief paragraph about why you chose to share this tool.
2. You’ll be asked to identify a critical assumption, that is fundamental to your business. Transcripts of the lecture
Management is doing things right; leadership is doing the right things. “There of greatness is responsibility.” “To know what is right and not to do it is the worst cowardice.” “Leaders are visionaries with poorly developed sense of fear and no concept of the odds against them.” “ Leader is a dealer in hope.”
Today, we’re going to be looking at the aspects of leadership decisions. As a leader,you’re going to be asked to make some real tough decisions. If they weren’t tough,they wouldn’t be coming to you. And realistically, you’re being paid to make decisions.
If you’re leading an organisation, if you’re running a group of people, your job is tolead them in the right way. And decision is going to be critical for that. The decisionsmay be small– maybe what colour we’re going to put on the back of anadvertisement. Or they might be huge such as, who do we want to partner with in amultibillion pound takeover? These decisions are going to be critical, and you’re paidto make them. And that’s why we’re focusing on critical leadership decisions in thismodule.
Even if you choose not to decide, you’ve made a choice. Organisations are likephysical objects. Once they’re set in motion, they tend to just continue on a path untilsomething helps shift them. Your decisions, if you choose not to make a decision, ismaking the choice that, hey, the way we’re going is fine. And so those kind of choicesare still choices even by not making them.
So how you make decisions? The decisions you make are going to influence otherpeople around you. So I want to take a moment and just using some words ofwisdom, examine a little bit of the aspects of these leadership decisions that you’regoing to be making.
First off, are we managing or are we leading? When we really look at these kind ofthings, it’s not just making the right choice, but it’s choosing the things to makechoices on. And when you are looking at a business from a wider scope, thedecisions you make are going to change dramatically.
So depending upon where you are in the organisation, the scope of your decisionsmight change dramatically. And again, the more senior you get probably the moretougher the decisions are going to be– primarily because the people underneath youdon’t feel comfortable making those.
Next, there’s a sense of responsibility when you make decisions. Many people will belooking to you for leadership when you’re the one saying this is the direction weshould be going on. And it’s a great honour for people to be following you as a leader.And with that honour comes the responsibility that if they’re following you, are theyfollow you in the right direction?
Secondly, making a decision isn’t enough. You’ve got to not only make the decision,but you’ve got to take action on your decisions. You’ve got to share those decisionswith others and argue for them if you think they’re right and push forward with themwhen you have consensus behind you. Decisions must have actions behind them ifyou are going to change your those organisation’s trajectory.
Next, Organisations need people to make decisions that are going to have an impact.And when you are making these kind of decisions, oftentimes you’re going to beasked to take a risk– when you have a choice of going right or left. When you go left,you might not have the chance to go