Better Deciding


A Recommended Path for Improving Decision Making

- and Preparing Your Next Generation of Executives



Learning the personalities, skills, prior training and current challenges helps to shape workshop content and delivery to be more personalized and effective by:

  • Discovering levels of comfort, training and experience with different decision styles, techniques, tools and systems

  • Discovering team dynamics and current decision success levels and methods to track and reward good decisions

  • Discovery of corporate structure, board governance model, training programs and current risk-management frameworks already in place


One-day onsite training with cases, interactive learning and some role-playing:

  • Decision Myths – Misunderstandings for Team and Organizational Leaders

  • Decision Fundamentals – Using Intuition, Vision, Mission and Goals

  • Decision Styles – Selecting The Right One For Your Circumstances

  • Decision Systems – Selecting The Right One For Your Circumstances

  • Wicked Decisions – Guiding Your Team To Handle Them

  • Gender and Decisions – Why Gender Balanced Teams Are Important

  • Organizational Decision Making Risks – Identifying Political, Practical Drift and Normalization of Deviance Risk and Methods To Diffuse Them


Reinforce new skills by solving real decisions with a decision facilitator for:

  • 1-on-1 guidance for team leaders to select and implement decision roles, styles, systems and tools during the decision and implementation processes

  • Detailed guidance to safely stimulate team debate so options are proposed then rigorously challenged - while preserving vital stakeholder relationships

deepen and widen

Ongoing learning and institutional skills diffusion:

  • Interactive monthly webinars for decision cohorts with skills reviews, decision check-ins, Q & A and possible discussions of certain book chapters, business articles or videos or current events

  • Access to customized decision templates to help graduates develop and nurture the decision skills of their own direct reports

About 60 percent of younger workers cited opportunity to grow as most important
— Gallup and Harvard Business Review
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Managing oneself requires new and unprecedented things from the individual... demanding that each knowledge worker think and behave like a CEO.
— "Managing Oneself" by Peter F. Drucker, January 2005 issue of Harvard Business Review