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... is a technique that relies on using an outside perspective.
If you're stuck in a big decision, you have to pretend you're a new CEO or a turnaround manager who can "see things more clearly." Adopting a third-person perspective helps you tap into an objective mode of judgment--one based on facts and an understanding of the consequences.
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Peers tend to look for a more senior manager, even if he is not the most competent or knowledgeable person involved, to take over because they are afraid to stick their necks out.
You can overcome the peer-group syndrome by fostering self-confidence, which stems from being familiar with the issue under consideration, experience and the realization that nobody has ever died from making a wrong business decision.
Before jumping into any decision-making process, ask:
“Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If..."
An executive needs those she leads to translate strategic insights into choices that drive results. For people to commit to carrying out an executive’s strategic thinking, they have to both understand and believe in it. But repeated explanations don’t necessarily increase people’s understanding and ownership of strategy. Making them discuss the pros and cons of it make it so the problem is better understood and flaws are identified and fixed increasing ownership for success.
When someone is promoted into a function that requires strategic leadership it’s easy to spend time fixing what was wrong in their previous function but that often isn’t what the strategic leadership position requires. So, identify the strategic requirements of your job and focus on them.