What every manager needs is a simple system to know when and how to involve people in making better decisions.
Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.
To Do or Not To Do tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.
A reviewer on Amazon said…
“To Do Or Not to Do is a concise ‘how to’ on what types of decisions there are for a manager and a team to use in the decision-making process. The book goes the extra step and describes how to get a team on board to make the various types of decisions. It provides a grid work for the leader to use in decision-making. My team and I enjoyed the freedom it gave everyone to participate when they knew what kind of decision I wanted.”