Molly's June Tidbits

it’s critical to a healthy culture that whatever your decision-making process, you insist on a strict rule of disagree and commit. If you are a manager, at any level, you have a fundamental responsibility to support every decision that gets made. You can disagree in the meeting, but afterward you must not only support the final decision, you must b

Whether you’re a CEO or a parent, we encourage you to make decisions as early and efficiently as possible, to explain those decisions clearly, and to take responsibility for their implementation and effectiveness. It is equally true that whether you are making a decision, implementing it, or problem solving, you can’t always, or even usually, succe

Summarizing the discussion and attempting to build and maintain team unity. If a decision is made that goes a different direction than some of the opinions in the room, a good leader explains why so everyone feels heard.

I would say that there’s a difference between a CEO or founder facilitating a group discussion to get opinions from people and making a group decision. And they might need to say, “Okay, ultimately, I’m the one who’s going to make this decision.” Sometimes that gets confused, though, because the group thinks they’re the decision-maker and that the

While many leaders say they welcome dissent, their reactions often change when they actually get some. They may feel defensive. They may question their own judgment. They may resent having to take time to revisit the decision-making process. These are natural responses.