At the beginning of my career as a young leader, I believed a great decision was one that received widespread approval. It was a confirmation that I was a successful decision-maker, when my coworkers were smiling and nodding in unison. But as time wore on, I saw the fallacy of this strategy. To reach broad consensus, it takes many compromises to incorporate everyone's view. The result is a decision that is the most common denominator, a decision that everybody can accept but nobody is really happy with. Sometimes it's hard to think clearly when under pressure. You must allow yourself to think about the issue and think about it for a while before deciding the best course of action. To discover more information about Picker Wheel, you must check out random name wheel website. The worst part is that consensus-seeking is almost always painfully slow, and the higher up a leader's ladder more often they get the luxury of time. When I was an executive at the top I was ofte