It's presumed that the majority always knows or dictates, what the right thing is to do. What we've learned over the last few years is that sometimes a less popular view is still a more ethical view. The thing that's most popular or that satisfies the most people isn't necessarily the best choice. Leaders need to think about where do i get my ideas of right and wrong? Where does that come from in my life? That's constant scanning that they have to be doing every day. Te little bit more complex than just bang will do at best for most people, but it has much greater integrity than just bagn majority rules.
This week I had the opportunity to speak with Eric Pliner about his new book, Difficult Decisions:
How Leaders Make the Right Call with Insight, Integrity, and Empathy. In this conversation, Eric lays out three steps for making decisions with speed, clarity, and humanity.
We talk about decision making and why it's difficult, why it slows us down and how by equipping ourselves with "skilled subjectivity" we can not only improve our productivity and focus but prepare ourselves for difficult decisions we will inevitably face in the future.
Eric Pliner is the Chief Executive Officer of YSC Consulting. Eric has more than 20 years’ experience in leadership development, organizational culture, diversity and inclusion initiatives.
In his new book, 'Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy', Eric presents a path to understanding your own subjectivity, and how your morals, ethics, and responsibilities affect how leaders make the most important decisions.
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