Writing.
A few arguments I keep returning to, mostly about deciding well when the evidence is not going to arrive in time.
You are not indecisive. You are waiting for evidence that is not coming
Most decisions that feel stuck are not waiting on information. They are waiting on permission to be made without it. How to tell the difference, and what to do once you can.
Your calendar is the only honest document in the company
The strategy says one thing. The diary says another. When they disagree, the diary is right, and everyone below you is reading it rather than the strategy.
The person you have been avoiding for eleven months
Almost every senior leader has one. The conversation gets deferred, the cost compounds quietly, and the delay teaches the organisation something you did not intend to teach it.
The advice you get is priced by what it costs the person giving it
Every piece of advice you receive has a price attached that nobody states out loud. Understanding what each of your advisers is paying explains why the most useful conversation is often the one you are not having.
What Frontier Coaching is, and where it came from
A practice built out of eighteen years of being in the room when large organisations changed, and one observation about who chief executives actually talk to.