In Daily Communication, Know What and When To Say

Every leader has been in this position: two trusted advisers give you contradictory counsel on the same decision. One tells you the acquisition is a risk. The other tells you it is the opportunity you have been waiting for. One says the market is moving toward consolidation. The other says it is fragmenting. What you do next defines your judgment as a leader. Do you default to the adviser with the stronger title? The louder voice? Or do you use the disagreement itself as a source of information, asking what each adviser is seeing that the other is not?

Justin Ooi, Learning and Growth Partner at Leaderonomics, discuses why it is important not just to start well but also to finish well.

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