Decision making is an intellectual process during which executives select a course of action from among potential alternatives. Managers tend to make decisions based on facts. After all, proven formulas, well-defined rules, and structured logic were instrumental in their past successes. Leaders, in contrast, make decisions based on a vision for the future and conversations with their people to supplement the facts. Managers expect to make the right decision every time. On the contrary, although leaders may be confident that their decisions are best for the organization, they know they will not get every decision right. They miss the mark occasionally, but do not let that possibility paralyze them.

Leaders rarely have the luxury of enough time and information to evaluate every alternative. They ask many questions, especially when they find themselves in a situation with ambiguous circumstances, high stakes, tight deadlines, and no obvious course of action. After gathering multiple inputs, they rely on judgment and experience as much as information to make a decision. Time that a leader spends in effective decision-making conversations with her people is highly valuable. When done well, those conversations ensure that everyone sees the big picture and is inspired to resolve issues and seize opportunities.

Part 4 explores the attributes of great decision-makers and helps you develop those attributes. It looks at how leaders do the right thing at the right time and in the right way, which we call the judgment gene (Chapter 16). You may be surprised to learn that what you know is irrelevant (Chapter 17); what is crucial is what your organization knows and how effectively you tap into that experience and knowledge to make decisions. Furthermore, since you cannot possibly know everything, you must become curious (Chapter 18) and ask questions as you did as a child. Part 4 closes by suggesting ways to make change work for you (Chapter 19)—if you can’t handle change, you might as well retire now.