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Having graduated from the context of a first-time reader, they’ll end up commenting on tone and typos instead of the big-picture priorities like whether they want it, whether it works, and where they get bored.
Write Useful Books
Rob Fitzpatrick und Adam Rosen
It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response.
Good Strategy/Bad Strategy
Richard Rumelt
How to frame tradeoffs effectively**1. Repetition doesn’t spoil the prayer**
If company leaders haven’t heard of or don’t care about your existing priorities, it’ll be inherently challenging to preserve them when an urgent request comes along. The more work that your team has done up front to bring leadership into the story of your priorities and strategy prior to this decision point, the less work your team will have to do when new requests come in.
This involves a lot of repetition of your priorities, your projects, and your strategy (in that order). As Eric Schmidt, the former Google CEO, used to say, **“repetition doesn’t spoil the prayer.”**
How to Communicate Tradeoffs So Leaders Will Listen
Tara Seshan
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