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The other thing, I think,
you need to start with the assumption that it is better
to move in a direction versus not to move at all, right?
So, if you have one vector, one person wants to go this way,
other vector this way, and you're not moving,
that is the worst state to be in, like a state of inaction.
At least, it's better to go in that direction
somehow - so I think we have that understanding.
So, when we get into a gridlock,
it's like 'okay, we have to solve this because the worst possible
thing is to continue to be arguing about it forever.'
This thing, Jess, one of the traits of successful first-time CEOs
and actually the - one of the death knells is decision-making.
And, a lot of times people come to the
role CEO because they are smart.
Everyone in this room is smart,
does well, likes to think about complex problem.
Making a decision is something different.
And, intelligence can at times be an enemy for decision-making
because there is always 'what if?'.
And, CEOs that freeze in decision-making very
quickly create politics on their team because,
if they can't decide, the team says
"well, I have to use different means of influence because
I'm not getting any direction from the CEO."
And, at times, you need to say
"look, I'm the CEO, I don't know if I want to pick"
but it turns out, just as Jess says,
if you don't make a decision and give direction then
those problems will bloom into something much worse.
And so, it's the old - those comments from
field generals and generals at war saying
"better to make 100 decisions and have 51 be right
and 49 wrong than to make 1 decision a day."
And, I think that... Yeah, absolutely true. ...absolutely
is true for a CEO because you just never have enough information.
You need to move. Yeah and you move really fast.