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Turns out SNL’s Dana Carvey had it right…it WOULD be prudent, to be prudent. Or at least adhere to the correct definition of the word: Righteous decision making that is rooted in acuity and
practical wisdom.
According to a recent study, when a person tries to make a decision with another person, they tend to match their confidence levels which can backfire if one person has more expertise than the other.
Leadership is mentally and emotionally demanding. Not only will you need to temper your emotions to keep your team inspired, you’ll also be the point person for almost every hard decision your business makes.
If Richard Branson is your dream mentor, you’re in luck — the billionaire entrepreneur just revealed some of his best tips for making business decisions.
Everyone knows how important first impressions are when meeting someone — in fact the subconscious decisions people make within a tenth of a second are so strong that often contradictory facts can’t change them.
Testosterone-driven men are often portrayed in movies and books as impulsive brutes who don’t waste time talking tense situations through and are more likely to stick with their gut. Now, science explains why: A new study finds that testosterone actually leads men to feel significantly more confident in a rash decision, while spending less time thinking their responses through.
Long thought to simply pass on information received from the senses, the thalamus may also quickly assemble the circuits that enable successful decisions. This newfound function for this small, center-brain region is the main finding of a study led by researchers from NYU Langone Medical Center and published May 3 in the journal Nature.
Gap CIO Paul Chapman last week took to the stage at the Forbes CIO Summit to talk about how he has revamped the retailer’s IT organization in recent years, integrating corporate and e-commerce IT resources, encouraging faster decision-making about pursuing new IT projects and implementing a new model for IT responsibility.
Amazon CEO Jeff Bezos wants his $430 billion publicly traded company to behave with the urgency of the startup it once was. To make sure he acts quickly, he follows a set of guidelines for “high-velocity decision-making” he laid out in his annual letter to shareholders. He urges his employees to follow them, and they contain sound principles for any competitive organization:
Don’t wait for all the information before acting.
