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4 Beliefs that Lead to Bad Decisions
All great leaders have one thing in common – they know how to make great decisions. But many people find making great decisions difficult because of common yet avoidable pitfalls. These pitfalls are caused by wrongly held beliefs. Here are 4 assumptions that can get in the way of making great decisions.
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About the Author
Don Maruska founded and was CEO of three Silicon Valley companies and venture investor in startups that became public companies. He’s now a Master Certified Coach and author of How Great Decisions Get Made
with Foreword by Margaret Wheatley (American Management Association, 2004) and co-author with Jay Perry of Take Charge of Your Talent: Three Keys to Thriving in Your Career, Organization, and Life
with Foreword by Jim Kouzes (Berrett-Koehler 2013) serving high-growth firms and Fortune 500 companies. He earned his BA magna cum laude from Harvard and his MBA and JD from Stanford and previously led projects for McKinsey & Company.
Ellen R. Auster and Lisa Hillenbrand are the authors of authors of 
. Auster is Professor of Strategic Management and the Founding Director of the Schulich Centre for Teaching Excellence at the Schulich School of Business, York University. Hillenbrand is the founder of Lisa Hillenbrand & Associates, and previously served as Global Marketing Director at Procter & Gamble.
Marie Peeler is the principal of Peeler Associates, a Pembroke, Mass.-based organization that helps leaders enhance their leadership effectiveness, focus on what’s most important, and achieve their goals. Believing that growth is vital in maintaining and increasing leadership effectiveness – growth of individual leaders, growth of leadership teams, and growth of organizations – Marie helps leaders grow through executive coaching, team building, organizational development, leadership training, business retreats, and keynote speaking. For more information, please visit 
Green/social change business profitability expert Shel Horowitz, “The Transformpreneursm,” shows you how profit by greening your business, turning hunger and poverty into sufficiency, war into peace, and catastrophic climate change into planetary balance. Shel’s 10th book, 
, highlights profitable and successful socially responsible strategies used by companies from Fortune 100 to solopreneurs.
Effective performance improvement programs promote alignment of business operations with the organization’s vision, mission, values, and goals. Such programs consistently identify opportunities to improve high value-adding operations and to eliminate low value-adding activities. These programs themselves are highly efficient and capable of producing repeatable results. Documenting the business performance assessment process provides the framework necessary to achieve this level of focused execution consistency.
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