Making Decisions Effective
Mark has been re-reading Peter Drucker's The Effective Executive for the billionth time lately. Every time he reads it, something different strikes him. This time he was looking to get some validation that Drucker believed that consensus is overrated (it is), and he stumbled across this gem. It's two simple sentences, but as only Drucker can do, they're powerful:
In fact, no decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility. Until then there are only good intentions.
Seriously, can you just hear the power of that idea? All those times we felt good when we "made" a decision? That feeling of "it's done", and "glad that's over", and "can't wait to be proven right"?
Yeah, well, we were all wrong.
Because a decision, says Drucker, isn't made until work assignments and responsibilities have been made clear.
The question is, HOW?