knowing when to end debate

There's an art to knowing when to end debate and make a decision. Many leaders are reluctant to make the final call when there are good arguments and a lot of emotions on both sides. We intuitively want the team to come to the right decision on their own. But I’ve found that people are enormously relieved when they hear that you’re grabbing the baton and accepting responsibility for a decision. Using the “CEO prerogative” — to make the final call — isn’t something you ought to need every day. As long as you do it sparingly, you can actually make your employees more comfortable, and engender more trust by pulling the trigger, logically explaining your choice and sticking with it.

Dave Girouard

"Speed as a Habit." First Round Review. 7/21/2015

better than a perfect plan

General George S. Patton

When you think about it, all business activity really comes down to two simple things: Making decisions and executing on decisions. Your success depends on your ability to develop speed as a habit in both....

A good plan violently executed now is better than a perfect plan next week.

General George Patton said that, and I definitely subscribe to it. Do you remember the last time you were in a meeting and someone said, “We’re going to make this decision before we leave the room”? How great did that feel? Didn’t you just want to hug that person?

The process of making and remaking decisions wastes an insane amount of time at companies. The key takeaway: WHEN a decision is made is much more important than WHAT decision is made.

If, by way of habit, you consistently begin every decision-making process by considering how much time and effort that decision is worth, who needs to have input, and when you’ll have an answer, you'll have developed the first important muscle for speed.

This isn’t to say all decisions should be made quickly. Some decisions are more complicated or critical than others. It might behoove you to wait for more information. Some decisions can’t be easily reversed or would be too damaging if you choose poorly. Most importantly, some decisions don’t need to be made immediately to maintain downstream velocity.

Deciding on when a decision will be made from the start is a profound, powerful change that will speed everything up. In my many years at Google, I saw Eric Schmidt use this approach to decision-making on a regular basis — probably without even thinking about it. Because founders Larry and Sergey were (and are) very strong-minded leaders involved in every major decision, Eric knew he couldn’t make huge unilateral choices. This could have stalled a lot of things, but Eric made sure that decisions were made on a specific timeframe — a realistic one — but a firm one. He made this a habit for himself and it made a world of difference for Google.


Dave Girouard
"Speed as a Habit." First Round Review. 7/21/2015

cultivate resilience

According to experts, the following 11 activities help cultivate resilience:

1. Having a core set of beliefs that nothing can shake.
2. Finding meaning in whatever stressful or traumatic thing that has happened.
3. Maintaining a positive outlook.
4. Taking cues from someone else who is especially resilient.
5. Not running away from things that scare you: Face them.
6. Reaching out for support when things go haywire.
7. Learning new things as often as you can.
8. Having an exercise regimen you’ll stick to.
9. Not beating yourself up or dwelling on the past.
10. Recognizing what makes you uniquely strong—and owning it.
11. Practicing mindfulness.

Mindfulness deserves a special mention. In a study, Marines who underwent an eight-week course in mindfulness showed great gains in resilience. No only did their heart rate and breathing rate show less reactivity when faced with a stressful situation, their brains changed too: They showed lower activation in the region of the brain associated with emotional reactions. By the end of training, their brains looked more resilient.


Samantha Boardman M.D.
"Bounce Back: 11 Ways to be More Resilient: Data-driven insights to help deal with stress." Psychology Today. 8/14/2015

a sense of connection

If you get most of your self-worth from your job and you get fired, you’ve suddenly lost both your source of income and a big part of your identity, says [Michael] Ungar. Resilient people often have a number of areas from which they get their sense of self-worth, says Ungar. They may have deep friendships or family connections, strong faith, or a leadership role in the community. They’re better able to bounce back, because even if one goes away, they still have a sense of connection and being valued from those other areas, he says.

Gwen Moran

"6 Habits of Resilient People." Fast Company. 1/7/2014

they accept failure

Paul LeBuffe lectures about resilience as part of his role as director of the Devereux Center for Resilient Children, a Villanova, Pennsylvania, facility that works with educators and mental health professionals to develop more resilient children. It’s not uncommon for his audience to include young people who were highly successful students, but graduated during the recession and are devastated at their inability to find jobs.

"They don’t know how to cope with the fact that they didn’t get the first job they applied for. So we hear a lot about these young people sitting in their parents’ basements playing video games," he says.

If you don’t give yourself the opportunity to fail sometimes and accept it as a part of life, you’re going to struggle with bouncing back, LeBuffe says. Successfully emerging from failure develops the ability to be optimistic that things can be bad now, but they’ll be okay eventually, he says.

Gwen Moran

"6 Habits of Resilient People." Fast Company. 1/7/2014