Techniques for Better Decision Making

The Power of Zooming In & Out: A Leadership Superpower 🔍🚀  In the fast-paced world of business and tech, leaders often get caught up in daily demands. But what if you could zoom out to see the bigger picture while also zooming in to execute short-term priorities?  This dual approach—thinking long-term while acting short-term—is a superpower worth mastering.  🔎 Zooming Out – Future-proof your vision. Imagine your industry 10-20 years ahead. What groundbreaking ideas could reshape your field? A future-forward roadmap keeps your team aligned with a shared purpose.  🔎 Zooming In – Focus on high-impact projects for the next 6-12 months. What key actions will bring you closer to that vision? Prioritize, track progress, and optimize resources effectively.  So, how can leaders bring this mindset to life?  ✨ Create a Bold Vision – Share a compelling future for your company so everyone feels part of the journey.  ✨ Focus on Impactful Short-Term Wins – Identify 2-3 projects that align with the bigger vision and drive real progress.  ✨ Set Milestones – Define clear benchmarks to track and adjust along the way.  ✨ Build a Culture of Flexibility – Encourage adaptability so your team can pivot without losing momentum.  By balancing long-term thinking with short-term execution, leaders can act decisively while keeping sight of the bigger goal.  #Leadership #Strategy #GrowthMindset #Vision #Execution

Many senior leaders have a strong "do now" mentality. They want to "move fast", "take action", and "just try it". While this has proven successful in environments with high variability and low data (e.g. startups), it often backfires in situations that require complex decision-making or big organizational shifts. When "do now" is overly valued: 😓 Large reorgs turn messy and set the company back for quarters if not years. 😓 Teams experience constant churn and low ROI from launches, jumping from idea to idea too quickly. 😓 Underinvestment in first-order-negative-but-second-order-positive competitive differentiators, leading to a lack of long-term defensive moats. It turns out that many complex challenges that organizations and teams face today benefit from deep thinking first. To bring this balance into your organization, try the following: ✅ Work with leaders who prefer to "Think Deeply First", and be compassionate about their slower approach to decision-making. ✅ Invest time in debating alternatives, weighing various risks, or making sure everyone's opinions are heard. ✅ Open up your decision-making to a diverse team and take the time to truly hear feedback. Remember, when your "do now" clashes with another trusted leader's "think first", take a step back and consider whether a slower and more considered approach will have outsized benefit in the long term. ----- 👋 Hi! I'm Yue. I am a Chief Product and Technology Officer turned Executive Coach. I help women and minority aspiring executives break through to the C-suite. 🚀  🔔 Follow me for more content on coaching, leadership, and career growth.

The best CEOs plan for 3 different scenarios at once (this transformed my approach to uncertainty): I used to create one "realistic" forecast each year. Then spend 12 months explaining why we missed it. Everything changed when I learned this framework from a mentor who'd scaled multiple companies: Plan 3 scenarios. Execute 1. Adapt quickly. 📊 BASE CASE (95% likely) "What happens if we maintain current performance?" - Focus on core strengths - Maintain spending discipline   - Protect 12+ months runway 🎯 STRETCH CASE (50/50 shot) "What can we achieve with focused execution?" - Expand into 1-2 new areas - Invest in proven ROI initiatives - Keep 6-12 months buffer 🚀 BOLD CASE (25% moonshot) "What's possible if everything goes right?" - Transform multiple areas - Accept lower margins for growth - Operate with 3-6 months runway The magic isn't having 3 spreadsheets. It's what happens when reality unfolds: Q1 tracking to BASE? → You've already planned for efficiency → Team knows exactly what to protect → No panic, just execution Q2 hitting STRETCH markers?  → Green light those strategic hires → Unlock the growth investments → Everyone knows the playbook Q3 approaching BOLD territory? → Time to accelerate aggressively → The plan is already approved → Full speed ahead Instead of surprising your team with pivots, they know all 3 paths from day one. Instead of emergency board meetings, you just point to which scenario you're tracking. Instead of reactive decisions, you make proactive moves based on clear triggers. The result? - Your team trusts the plan - Your investors respect your risk management - You sleep better knowing you're prepared Most importantly: You stop being surprised by reality. And start being ready for it. Every successful scale-up I know uses some version of this. Because uncertainty isn't the enemy. Being unprepared for it is. P.S. Ready to build your 3-scenario plan? Download my framework free:  https://lnkd.in/dhn9y3zq ♻️ Repost to help a leader in your network. Follow Eric Partaker for more planning insights. — 📢 Want to lead like a world-class CEO? Join one of my FREE TRAININGS THIS WEEK: "How to Develop the Mindset Shared by the World's Best CEOs" Wed, July 16th, 12 noon Eastern / 5pm UK time https://lnkd.in/dJRpFXnb "How to Successfully Scale Your Company & Become a World-Class Leader" Fri, July 18th, 12 noon Eastern / 5pm UK time https://lnkd.in/djt83NUz 📌 LAST CHANCE TO APPLY for the CEO Accelerator cohort, starting July 23rd. Learn more here and join 40+ Founders & CEOs: https://lnkd.in/dbE5rkYB

100 lines of code: reviewed in 10 minutes. 1000 lines of code: reviewed never. Code reviews exist to catch bugs, improve maintainability, and help teams write better software together. But most engineers treat them like assignments to pass instead of collaborative checkpoints. That mindset kills the process before it starts. ➧ When you're submitting a PR: 1. Keep it small Aim for 10-100 lines of code per pull request. Past 100 lines, reviewers start skimming. Past 500, they stop caring entirely. Large PRs are harder to review, take longer to approve, and make it nearly impossible to catch real bugs. Break your work into isolated, logical chunks. Yes, it's more work upfront. But it ships faster. 2. Write a description Give context. Always. Your reviewer might be on a different team, in a different timezone, or new to the codebase. Don't make them guess what you're solving. If you're fixing a bug, explain what broke and link to the ticket. If it's a visual change, add before/after screenshots. If you ran a script that generated code, paste the exact command you used. Context turns a confusing diff into a clear story. 3. Leave preemptive comments If part of your diff looks unrelated to the main logic, explain it before your reviewer asks. "Fixed a typing issue here while working on the main feature." "This file got reformatted by the linter, no logic changes." These small clarifications save back-and-forth and show you're thinking about the reviewer's experience. ➧ When you're reviewing a PR: 1. Be overwhelmingly clear Unclear comments leave people stuck. If you're making a suggestion but don't feel strongly, say it: "This could be cleaner, but use your judgment." If you're just asking a question, mark it: "Sanity check, is this intentional? Non-blocking, just curious." Over-communicate your intent. Especially with remote teams or people you don't know well. 2. Establish approval standards with your team Decide as a team when to approve vs. block a PR. At Amazon and now at Nielsen, we approve most PRs even with 10+ comments because we trust teammates to address feedback. The only exception: critical bugs that absolutely can't go to production. Without clear standards, people feel blocked by style comments and approvals feel arbitrary. Talk to your team. Set the rules. Stick to them. 3. Know when to go offline Some conversations don't belong in PR comments. If the code needs a major rewrite, if there's a design disagreement, or if you're about to write a paragraph, stop. Ping your teammate directly. Have a quick call. Save everyone time. Leave a comment like "Let's discuss this offline" so they know you're not ignoring it.

We’ve all seen variations of this comic on LinkedIn. They’re “funny” — but they also show a problem: we’re using AI with an old, document-centric mindset. Five bullets → AI inflates to 12 pages → AI compresses back to five bullets. That’s not intelligence; it’s content ping-pong. We’re optimizing for length, not for decisions. A better way: in a case like this, AI should act as a decision co-pilot, not a text generator. Instead of “write 12 pages,” ask AI to: 1. Clarify intent & audience. “What decision must be made, by whom, and by when?” 2. Build a 1-page Decision Brief: recommendation, three supporting reasons, risks/mitigations, options considered, next steps. 3. Link evidence, don’t paste it: connect to the data and surface the few charts or numbers that matter. 4. Generate fit-for-purpose outputs: • exec email (≤200 words with clear ask) • one-slide visual for the meeting • optional appendix with traceable sources 5. Push back when inputs are weak: ask for gaps, assumptions, and thresholds that would change the recommendation. 6. Automate the loop: monitor the underlying data and update the brief if something material changes. Try this prompt: “Turn these 5 bullets into a 1-page Decision Brief for [audience]. State the recommended action, key reasons, risks, alternatives, and next steps. Produce: (a) a 200-word exec email with a clear decision request, (b) a single summary slide, and (c) links to supporting data. Ask me any clarifying questions first.” Write less. Decide faster. Deliver clarity. #AI #AgenticAI #DecisionIntelligence #Productivity #FutureOfWork #Leadership #Communication

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Stop wasting meetings! Too many meetings leave people unheard, disengaged, or overwhelmed. The best teams know that inclusion isn’t accidental—it’s designed. 🔹 Here are 6 simple but powerful practices to transform your meetings: 💡 Silent Brainstorm Before discussion begins, have participants write down their ideas privately (on sticky notes, a shared document, or an online board). This prevents groupthink, ensures introverted team members have space to contribute, and brings out more original ideas. 💡 Perspective Swap Assign participants a different stakeholder’s viewpoint (e.g., a customer, a frontline employee, or an opposing team). Challenge them to argue from that perspective, helping teams step outside their biases and build empathy-driven solutions. 💡 Pause and Reflect Instead of jumping into responses, introduce intentional pauses in the discussion. Give people 30-60 seconds of silence before answering a question or making a decision. This allows for deeper thinking, more thoughtful contributions, and space for those who need time to process. 💡 Step Up/Step Back Before starting, set an expectation: those who usually talk a lot should "step back," and quieter voices should "step up." You can track participation or invite people directly, helping create a more balanced conversation. 💡 What’s Missing? At the end of the discussion, ask: "Whose perspective have we not considered?" This simple question challenges blind spots, uncovers overlooked insights, and reinforces the importance of diverse viewpoints in decision-making. 💡 Constructive Dissent Voting Instead of just asking for agreement, give participants colored cards or digital indicators to show their stance: 🟢 Green – I fully agree 🟡 Yellow – I have concerns/questions 🔴 Red – I disagree Focus discussion on yellow and red responses, ensuring that dissenting voices are explored rather than silenced. This builds a culture where challenging ideas is seen as valuable, not risky. Which one would you like to try in your next meeting?  Let me know in the comments! 🔔 Follow me to learn more about building inclusive, high-performing teams. __________________________ 🌟 Hi there! I’m Susanna, an accredited Fearless Organization Scan Practitioner with 10+ years of experience in workplace inclusion. I help companies build inclusive cultures where diverse, high-performing teams thrive with psychological safety. Let’s unlock your team’s full potential together!

𝗛𝗼𝘄 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗔𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁𝘂𝗿𝗲 𝗕𝗮𝗹𝗮𝗻𝗰𝗲𝘀 𝗦𝗵𝗼𝗿𝘁-𝗧𝗲𝗿𝗺 𝗡𝗲𝗲𝗱𝘀 & 𝗟𝗼𝗻𝗴-𝗧𝗲𝗿𝗺 𝗚𝗼𝗮𝗹𝘀 EA gets caught between the 𝗶𝗺𝗺𝗲𝗱𝗶𝗮𝗰𝘆 𝗼𝗳 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 and the 𝗶𝗺𝗽𝗲𝗿𝗮𝘁𝗶𝘃𝗲 𝗼𝗳 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆. Some orgs embed EA into SA roles so projects meet current demands. Others make EA a billable function, tying value to immediate deliverables. Both approaches bring risks: ➡ When SAs wear EA hats, decisions are localized rather than strategically aligned, risking fragmented technology landscapes. ➡ When EA is billable, there’s pressure to justify work through short-term project outcomes over enterprise-wide impact. To drive transformation, EA must be a 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗮𝗻 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗹𝗮𝘆𝗲𝗿. Here are 3 Ways EA Balances The Short- and Long-Term: 𝟭 | 𝗘𝗺𝗯𝗲𝗱 𝗘𝗔 𝗶𝗻 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝗡𝗼𝘁 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 EA shouldn’t just validate solutions—it should shape them. 𝙃𝙤𝙬?  ✔ Engage EA in strategy to align roadmaps with business goals.  ✔ Ensure decisions are more than tactical—connect them to enterprise-wide outcomes.  ✔ Establish EA governance so short-term decisions don't create long-term complexity. 📊 EA works best defining the guardrails—not just reviewing outputs. 𝟮 | 𝗕𝗮𝗹𝗮𝗻𝗰𝗲 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗪𝗶𝘁𝗵 𝗦𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Orgs need speed to stay competitive—but not at the cost of architectural integrity. 𝙃𝙤𝙬?  ✔ Iterative architecture allows for agile decision-making while maintaining long-term vision.  ✔ EA assesses the impact of emerging technologies before disrupting existing structures.  ✔ Use reference architectures and patterns to ensure scalability while allowing for flexibility. 🔄 EA helps businesses move fast—without breaking the foundation. 𝟯 | 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗘𝗔’𝘀 𝗜𝗺𝗽𝗮𝗰𝘁 𝗕𝗲𝘆𝗼𝗻𝗱 𝗜𝗺𝗺𝗲𝗱𝗶𝗮𝘁𝗲 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝗮𝗯𝗹𝗲𝘀 If EA is only evaluated by project success, its strategic influence diminishes. 𝙃𝙤𝙬?  ✔ 𝗧𝗶𝗲 𝗘𝗔 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 𝘁𝗼 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲, not technical implementation.  ✔ Define KPIs that reflect cost savings, agility, and risk reduction.  ✔ Showcase EA’s role in long-term value creation, beyond project timelines. 🎯 EA’s success isn’t just about what gets built today—it’s about what remains sustainable tomorrow. 𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆 Enterprise Architecture isn’t a support function—𝗶𝘁’𝘀 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗲𝗻𝗮𝗯𝗹𝗲𝗿. 𝗪𝗵𝗲𝗻 𝗲𝗺𝗯𝗲𝗱𝗱𝗲𝗱 𝗶𝗻𝘁𝗼 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽, 𝗘𝗔 𝗲𝗻𝘀𝘂𝗿𝗲𝘀 𝘁𝗵𝗮𝘁 𝘀𝗵𝗼𝗿𝘁-𝘁𝗲𝗿𝗺 𝘄𝗶𝗻𝘀 𝗱𝗼𝗻’𝘁 𝗰𝗼𝗺𝗲 𝗮𝘁 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 𝗼𝗳 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝘀𝘂𝗰𝗰𝗲𝘀𝘀. _ ➕ Follow Kevin Donovan, ring the bell 🔔 👍 Like  |  ♻️ Repost _ 🚀 Join Architects' Hub!  Sign up for our newsletter. Connect with a community that gets it. Improve skills, meet peers, and elevate your career! Subscribe 👉 https://lnkd.in/dgmQqfu2 #EnterpriseArchitecture #DigitalTransformation

Meetings cut in half. Escalations down 75%. No new tools required. A cross-functional marketing team at a major global retailer was drowning: only 22% thought their meetings were a good use of time, and just 39% understood the metrics they were being evaluated against. No calendar audit fixed it. What did? Getting their team working norms aligned, starting with cross-functional goals. With help from Sacha Connor at Virtual Work Insider, the team worked through five intensive 90-minute sessions over two months. Three focus areas made the difference: 🔹 Align goals before anything else. They mapped KPIs side by side and found one function's top priority barely registered for the other. They worked to get aligned, and shared understanding of team metrics went from 39% to 83%. 🔹 Clarify decision rights first. Designated points of contact absorbed a brutal 15:1 staffing ratio, without adding headcount. It also cut down on meetings ("where are we on X") and reduced escalations by 75%! 🔹 Create norms for communication. One rule on Teams: drop an eyeball emoji to acknowledge you've seen a message. Information-flow effectiveness jumped from 41% to 83%. As Sacha put it about Team Working Agreements: most companies put a toolkit on the intranet, maybe a couple teams download it, work through the logistics and call it done. It's not. Three-quarters of teams have never established formal norms. If you're about to layer AI on top of that foundation, you're building on sand. 👉 Full case study in today's newsletter, linked in comments What's actually standing in the way of your team doing this work? #Meetings #Management #AI

If the decision meeting is "exciting," I failed. I used to treat project reviews like courtroom dramas. Surprise evidence. Heated debates. Last-minute persuasion. It was exciting. It was also a disaster. I’ve learned that if you are hearing a key stakeholder’s major objection for the first time when everyone is already seated... You have lost control of the room. I’ve realized that "Drama" is usually just a synonym for "Lack of Preparation." So now, I aim for "Boring." Before any high-stakes review or Go/No-Go decision, I run a shadow campaign to ensure the meeting is a tool for Resolution, not Discovery. 1. I don't wait for the deck to be perfect. I take the "ugly," half-finished skeleton to key stakeholders individually. "Here is where the data points. What part of this makes you uncomfortable?" Result: We identify the landmines while they are still easy to move. 2. I make a deal with anyone who disagrees: "You don't have to agree with the recommendation right now, but you will not be surprised by it in the room." We define the gap before the meeting starts. Result: We don't waste time arguing about the facts; we focus on the trade-offs. So, why have the meeting at all? We aren't meeting to find out what people think. We know that. We're meeting to bridge the gap between known positions. We're meeting to leverage the collective brainpower to solve the final 10% of the problem. By the time we start: The shocks are gone. The emotions are managed. We focus on the solution. The meeting becomes a boring, highly efficient engine for consensus. Boring is efficient. Boring is scalable. Boring is professional. Save the drama for Netflix. Keep it out of your project reviews. – I share actionable frameworks and real-world stories for tech leaders. 👉 Follow me, Rony Rozen, to get them in your feed.