Decisive; How To Make Better Choices in Life and Work; summary and notes

As a reader of lots of books, I sometimes find it difficult to remember everything that I want to remember from a book.  I am like most people in that I highlight or circle certain parts of text when I am reading an actual hard copy of a book.  Something I have done for years, is take those notes and put them in my journal.  Well, now instead of putting them in my journal for only me to see, I have put them here so you get the benefit of them.

This book summary is not really a summary.  It give you the gist of the book.  But this summary is really my highlights and my notes that I pulled from the book.  The information I thought was cool and important. I hope you find it to be useful as well.

Decisive (How to make better choices in life and work); by Chip Heath and Dan Heath.  Click here to purchase the book from Amazon.

This book is one that I have looked at many times over the last two years, but I always thought to myself.  I make good decisions, what could I possibly learn about decision-making?  So I never bought the book, until now.  I have to say, this book has taught me a lot, and my hope is that you read my notes and decide to buy the book.


Four Villains of Decision Making:

  • Should I do this or that?  Instead ask yourself, is there a way I can do this AND that?
  • Be aware of the conformation bias and do whatever you can to fight it off. Confirmation bias is when we think or know we believe a certain way, our minds immediately look for information to confirm what we already feel or believe.  It happens to us all more frequently than we would like to admit.
  • Short term emotion: When we make decisions based on emotions only and don’t seek out a different perspective.
  • Overconfidence: People think they know more than they actually do about how the future will unfold.
  • You encounter a choice. But narrow framing makes you miss options.
  • You analyze your options. But the conformation Bias leads you to gather self-serving information
  • You make a choice. But short-term emotion will often tempt you to make the wrong one.
  • Then you live with it. But you’ll be overconfident about how the future will unfold.
  • Then I personally would add a fifth: You become too attached to the decision from an ego perspective that you won’t change the decision. (not in the book)

Sometimes the hardest part of making a decision is knowing that there’s one to be made.

In the book the authors recommend this process:


W   Widen your options
R    Reality Test your assumptions
A    Attain distance before deciding
P    Prepare to be wrong

Opportunity Cost with decisions:  Everything comes down to opportunity cost.  What am I giving up when I make this decision.

EX:  If I chose to spend my money to go on a vacation for four days.  The cost is the money for sure.  So what else could I have done with that money instead of taking the vacation. You could have paid off debt, you could have saved for retirement, you could have purchased something that you really needed.

We make opportunity cost decisions all of the time. Some are not too costly, because you never actually feel them, but what if your budget truly is limited.  Your time is truly limited. Then weighing in opportunity cost is critical.

A study in the book shows that when presented with the actual opportunity cost of something, people make better decisions.

Example from the book:

Imagine that you have saved your money to purchase a video.  The video is $14.99. It has your favorite actresses and actors in it. You have always wanted to see the movie and you have actually been thinking of purchasing it for quite a while. 

The researchers asked people to check A or B.

A) Buy this entertaining video
B) Not by this video

Given the choice, 75% bought the video and only 25% passed on buying it.

Later the researchers asked a different group of people the same questions with the same scenario. Except they asked it this way.

A) Buy this entertaining video
B) Not buy this video. KEEP THE $14.99 FOR OTHER PURCHASES.

Do we really need to be reminded that if we don’t purchase we can do something else with the $14.99?  Apparently so, because the results were different. 45% decided not to buy the video.  Simple reminder helped twice as many people not buy the video.

How would these reminders impact your decision-making?

When making a decision force yourself to find other options, because it is very clear that we can find different options when we are forced to do so, and we make better decisions.

Ask yourself this question:  If all of the options I am currently looking at disappeared what would I do instead?

When pursuing a project a manager can ask for three different options.  Multi-tracking as it is called in the book. This does several different things for the employee when you multitrack.

1st. If you only have one option that you have put all of your eggs in to.  It makes it harder to get over your ego when you get feedback on that one option. Its harder to hear the truth.

2nd:  It does a way with politics. Because if you have several people working on a project pursuing different options, it helps keep egos open-minded.

Prevention mindset versus promotion mindset. In a study of 4,700 public companies decisions during recessions in 1980, 1982, 1990, 1991, 2000 to 2002.  A group of researchers studied the decisions the leaders made at these companies during these tough times. They found that the leaders who did a fair amount of prevention such as cut backs, layoffs, cutting expenses as needed coupled with investing in talent, training, new products, etc. fared better than the companies that just did one or the other.

Most companies focus on too much of either prevention or promotion.  Both can be detrimental to decision-making and success. You have to combine both.

When faced with a problem another way to apply a decision-making process to making better decisions, is asking who else has faced this problem before?  Ask others. Secondly, researchers and scientists looked at analogies to find the answers to a lot of issues.  Analogies have a way to make the problem more clear and it proposes certain ways to address the problem or decision that needs to be made.

Ask yourself “What would have to be true” for this to work.  This question framed up this way allows people to dissent without sounding disagreeable.  When providing feedback just ask “What would have to be true for this option to be the very best choice?”

When we assess our choices we automatically take the inside track.  We have to condition ourselves to look at it differently.

We are really bad at predicting the future.  All of the so-called experts get it wrong most of the time.  Stop trying to predict the future an instead use other tools where possible.

The one they recommend is ooch when possible.  Meaning if you can ease into the situation without going all in, do so. For examples: all studies show that leaders are really bad at interviewing and a so-called “great interview” with a candidate usually ends up being a bad hire.  A better predictor is actual work or grades from school, more so than an interview. Instead of hiring someone can you offer them a short-term contract and see how they do? This is called ooching before making the full decision, test it out.

Researchers have discovered over and over that people act as though losses are from two to four times more painful than gains are pleasurable.

In one study researchers gave half a class on a college campus a coffee mug with the university’s log on it. The students who weren’t given a mug were asked, “How much would you pay for the one of those mugs?” On average they said $2.87.

The surprise came from the students who’d received the mugs.  Asked what price they’d sell the mugs for, they reported they couldn’t part with them for less than $7.12.

Five minutes earlier, all the students in the class would have presumably valued the mugs at $2.87. Yet the students who received the mugs grew attached to them in the span of a few minutes.  The perceived pain of giving up their new gift made it unthinkable to sell at $2.87.

Loss Aversion is a real thing.  Think about it.  As the research suggests a simple coffee mug causes people to want to charge two an a half times the price of what they would have said it was worth.  This makes the point that when it comes to decision-making that we all are more worried about what we lose versus what we could gain.  This causes us to not make a decision usually and stick with the status quo.  We have to find a way to fight this.

Researchers have confirmed over and over again that when we give advice to others that we think about the bigger picture pretty easily, but when we think of our own decisions we get stuck in the weeds.  That is why it is so important to get an outsiders perspective.

The authors suggest that when you have a decision to make ask yourself this question “What would I tell a friend in this same situation to do?”

When it comes to decision-making we all must make our priorities list.  By doing this it allows you to make decision better and quicker.  If you don’t know what your priorities are or values then when put in a situation you wont have any guard rails that can help guide your decisions.

Our calendars are great scoreboards for our priorities.  Jim Collins the author of “Good To Great” says this. When it comes to prioritization and managing your time, everyone needs a stop doing list.  What do you need to stop doing.

We can’t control the future, but with some forethought, we can shape it.

Prospective Hindsight: Is a term that the authors used when thinking about a decision.  Here is their example:

How likely is it that an Asian American will be elected president of the United States in November 2020? Jot dow some reasons why this might happen. 

Prospective Hindsight spin on this.

It is November 2020 and something historic just happened: The United States just elected its first Asian America president.  Think about some reasons why this might have happened. 

The second way it is asked gets you to think differently about the scenario.  It asks you in a way to make you feel different about it. The authors suggest that you approach situations like this.  Work backwards from the decision, this allows you to think about it more clearly.

Use trip wires to help you make a decision.  A trip wire is simple. It is built-in system that tells you when to act.  Example: A lot of people have heard the story about Divas in the music industry or in certain professions.  That they require certain items in their dressing rooms, certain food, etc.

One famous incident of this is Van Halen.  Van Halen was one of the biggest bands of all time.  When they were touring back in the early 1980’s their concerts were unbelievable. Their elaborate stage designs, pyrotechnics, and everything else that went with their performances made them legendary.  Traveling around the country setting these elaborate performances up required them to contract with various companies in a local market where they were playing a show to help them achieve this.  The contracts they had with all of the specifications of what was required to set these stages up, were like books.  But to ensure that it was done correctly every single time. Van Halen set a trip wire into the contract.  There was no way for the band to actually check to ensure everything was done like it was supposed to be done. So this trip wire helped them do this.

In all of the contracts Van Halen required a bowl of M&Ms’s on the stage with all of the browns M&M’s taken out of the bowl.  This was the trip wire.  Instead of checking every single thing with the stage and all of its production.  They could just walk over to the bowl of M&M’s, if the company actually read the contract.  No M&M’s, they really didn’t read the contract. M&M’s and brown ones included, means they didn’t read the contract either.

This trip wire that Van Halen used allowed them know when they needed to check closer or not.  This is what a trip wire can do for you.  It lets you know when you need to do something immediately.

Boundaries are necessary because of people’s tendency to escalate their commitment to their choices.

I highly recommend this book for people to read.  All of us our making major decisions on a daily basis in our work or in our personal lives.  How much thinking are we actually putting into those decisions?  The chances are not enough.  This book has equipped me with a few other things to do and be aware of when I am making decisions.  Most importantly conformation bias.

I hope you found this book summary to be helpful.  If so please share with someone you know.

To your success and your future.








Distance = Rate X Time, Which piece is missing from your equation?

When I was growing up I can remember playing outside for hours and hours with my friends.  Anything from riding bikes, playing basketball, or street football.  The school year always seemed to drag on forever and summer vacations flew by like a squirrel trying to get across the highway to avoid an oncoming car.

Regardless of how we spent the time, either in school or playing, it always felt like we would always have more than enough time to do what we wanted to do and we had our entire lives in front of us.

Then something happened. I turned 30 years old.  Maybe it was a little bit sooner, but at 30 years of age or around 30 years of age, I figured out that we don’t, I don’t,  have some endless trove of time, our time on this earth is truly finite.

This is not a typical time management post.  Nope, I can do that as well. See some of my other blogs.

No, this is a time realization post.  Meaning you have to realize that everything in life revolves around time.  And you are either trading time for money, trading time for nothing, or trading your life away thinking you have more time than you actually do.

I had a vision at 30 years of age.  I said, I would work really hard and be able to retire at age 50.  Pretty simple right.  The problem though wasn’t the vision. It is a pretty solid vision.  Nope, the problem was I didn’t understand the equation.

Let me get a little wonkish with you here:

Rate = Distance/Time
Distance = Rate x Time
Time = Distance/Rate

Example:  If you want to run two miles in 20 minutes, find rate:  2 miles (distance) / 2o minutes (time) = .10 move the decimal two spots and you get 10 mins. Rate equals 10 mins per mile.

Example: Find distance: Car doing 50 mph for 3 hours, goes how many miles?
50 mph (rate) x  3 hours (time) = 150 miles (distance)

So lets look at my situation.  I have 20 years.  Age 30-50.  Simple enough. So we know what the time is don’t we.  So what is the rate?  And what is the distance?  These are the two missing variables from my situation.  I didn’t have either one of these in my vision.

So around 35, I got a little bit wiser and I said.  Okay, I need to have 10 paid for houses by the time I am 50.  So that makes it a little easier doesn’t it?  Throw dollars out of the equation and just use the amount of houses for the numbers.

We now have Time = 20 years.  We have distance = 10 houses. But, I need to solve for rate.  10 houses / 20 years = Rate of  .50.  Which means I would have to buy a half a house a year, for 20 years.  Now we all know that I can’t buy a half a house. So what if I only bought 1 house a year for 20 years. Than I would exceed my goal by a lot right?  I would double my rate, which would allow me to get there sooner.

To get to 10 houses, paid for, by age 50, means I would have to add in some dollar figures. What would I spend on the house? How much would it cost me to maintain? and how much revenue can I generate by renting them out during this period?  These numbers would allow me to make the target even more concrete on how I would achieve it.

Why does any of this matter?  And why should it matter to you or me?  Many of us are walking around with the time in our head, but we don’t have the other two pieces of the equation.  We don’t know what the distance is, meaning we haven’t set a target.  We don’t know where the hell we are going.  And since we don’t have a target, we don’t know what rate of speed we should be going.  We are aimlessly walking around thinking we are traveling well, but we really don’t have a clue.

As you wrap up 2016 and are thinking about 2017, what are your targets?  If you have some targets, good for you, you are better off than most. However, the second and most important question is, “Do you know what your rate is and the amount of time it will take to get there?”  Just like I pointed out before.  I had a target, but it wasn’t clear, once I made it clear, I knew that I needed to buy a half a house a year (1 at least) to get where I wanted to go.

Rate and speed is one of the most important pieces of most decisions we have to make.  The reason I say that is this:

If you have a good thought, or are motivated to take action.  The amount of time that passes between the thought and your first step towards action will determine your success in pursuit of this new motivation or thought.

Example:  Lets pretend that its Saturday (which it is as I am typing) and I have gotten up early and I decide that I am going to clean the house before we have this party to go to this afternoon and the basketball games that I want to watch start.

Instead of taking action and starting the cleaning, I decide to cook some breakfast, go for a run, and do some work that I wasn’t able to get to during the week.  I had the thought at 8:00 am to clean the house, and by the time I do all of the other things I decided to do instead, it is now 12:30 and we have to be at the party at 3:00. It will take me an hour to get ready and an hour to get there.  So that means, I only have 30 minutes to actually do the cleaning.  Well, we all know that is not enough time to clean, so I put it off.

Sound familiar?  This happens to everybody, everyday. It is that vicious cycle that we all have fallen victim to at one time or another.  We plan on doing something very good for us and very rewarding.  Which I think, having a clean house fits for both.  Instead of doing it, we allow others things to get in the way and we never get it accomplished.  Now cleaning the house isn’t going to kill us is it?

But what if we don’t act quickly on cutting some unnecessary spending in our budget, what if we don’t start on that assignment for work, what if the doctor tells us that if we don’t change our diet that we are going to be in trouble with our health, etc.  You can input your own scenario here if you wish.  If our rate of speed to action on any of these are too slow, they could have some very negative consequences.

This is what happens every day for most people though.  They don’t act quick enough. When too much distance gets between a decision and the first step towards taking action on that decision, your chances of doing something around that decision goes down significantly.

My favorite speakers and authors of all time Jim Rohn calls it “The Law of Diminishing Intent”; the longer you delay something, the less probability you have of actually doing it.

Rate and speed are very important pieces of the equation and we also know that having the right target, or in the equation Rate (x) Time = distance.  Which means you must know your distance (target) to know how fast and how much time it will take to get there.

So what about time.  In this blog we started off by talking about time and how we all think we have more of it, especially when we are young, than we actually do.

I read somewhere that the late great Steve Jobs believed that he was going to die young. He didnt know when, obviously, none of us do, but he felt like whatever it was that he was going to accomplish, that he needed to do it quickly because he felt like he only had so much time.

Now whether or not he felt like he was really going to die early, or he felt like an avaerage lifetime wasn’t long enough. Either way, he believed that time is our most precious commodity and that we must use it wisely and only do things we are passionate and excited about.

In our previous discussion around my vision to have purchased 10 houses between the ages 30-5o, and have them paid for.  One of the realizations I had recently, thankfully, is that I don’t want to wait that long.  I don’t want to wait until I am 50 years of age. I want it sooner. I want these houses now. I want the money theses house bring now.  I want to be free now.

What if I don’t make it to 50. I hate to be morbid, but that can happen. I changed my target to 40. How can I get to 10 houses paid for by age 40? That is the new goal.  That is the one I am working towards.

Time is the unknown and I can’t control time.  I can control what I do with my time, but I don’t know how much of it I have and I can’t stop it or slow it down.  I can only work within the 24 hours a day that I have until I can no longer do it.

I go into each day knowing that I have the time, the key question I ask myself is “What am I doing with that time?” I want to increase my rate and speed on everything I am doing.  I can control my rate.  I can control the speed of which I pursue everything.

Remember the equation above, to get to the target sooner, I must increase my rate, which in turn decreases the amount of time I have to invest in it.

Watch:  1,000,000 million dollars (target) So what is time and rate.

4 years (time) X 250,000 (Rate) =  1,000,000
3 years (time) X 333,000 (Rate) = 1,000,000

When I increase my rate, I decrease my time to get to my target.  That is the goal.  And that should be your goal.

My mission in 2017 is to speed everything up.  It is going to be a challenge in some cases, because I can’t do everything. It will require me to spend money, it will require me to make sacrifices, it will require me to rely on others, and it will require me to give up somethings for the sake of other things. And all of this is okay.  I have finally figured it out that if I want to truly speed things up, it is going to require a different approach.

One of my mentors said it this way.  The rich buy time and the poor spend time. What they meant by this is:  Rich people have the money to hire others to do things that they dont want to do and get others to expand their influence by paying someone to go out and do more of what it is they are attempting to do.

Example:  If I am a plumber.  And a really good plumber and I work on my own.  I can only service and do so much plumbing.  Plus I have to do marketing, Have to manage my books and accounting, I have to do business development, I have to do ordering of materials and supplies, etc.  You get the point.

If I am desirous to grow my business, there is no way I can do it when I have to do all of these things.  I have to hire others to help me do it.  This allows me to buy some of my time back and it also allows me to focus on the things I am really good at.  It would also allow me to get really good at the things I need to get really good at, which is finding more customers.

In order to speed things up, I have to find and seek out ways to increase everything.  I have to increase my spending to get others working on things, I have to increase the rate of my thought leadership posts, I have to get more quantity of everything out quicker than I have ever done before.

I started this post talking about a more simple time in my life.  It was such a simple time because that is all I knew at the time.  All I knew was riding bikes and having fun.

However, I now know that my potential us unlimited, my options on this earth are unlimited, the amount of houses I can own, the amount of money I can earn, the amount of influence I can have, all are unlimited.  The only thing that is limited is my time, but it is only limited in what I can do within my time.  The amount of time I can buy, the speed I can create by getting others involved, and the target I will hit are all up in the air and I can get them all, when I understand the equation of distance=rate X time.

I will close the gap on the amount of time something takes by increasing the rate at which I do it, and I will always know what the target is, you should do the same.

To your success and your future










Moving others; Why everyone, including you, are in sales.

According the Bureau of Labor statistics in 2012, 1 out of every 9 people were in a job classification that was considered sales.  So what about the other eight jobs?  Well, according to a study conducted by Daniel Pink (author) in his book To Sell is Human, the other 8 people are in sales as well, just not the traditional sense of the word.

In his best-selling book, Daniel conducted a study titled “What do you do at work.”  They gathered 9,057 respondents around the world. Of the 9,057 respondents they paired down the results to a sample size of over 7,000 adult full-time workers in the United States.

The research had two major findings:

  1. People are spending about 40 percent of their time at work engaged in non-sales selling. Meaning they were spending that time persuading, influencing, and convincing others do get something done, not purchasing a product. That means 24 minutes out of every hour, they are trying to get someone else to do something.
  2. People considered this time critical to their success.

The findings come from people in various types of roles. The research also showed some other interesting findings.

  • 37% of the respondents said they devoted a significant time to teaching, coaching, or instructing others.
  • 39% said they devoted significant time to serving clients or customers.
  • 70% reported that they spent at least some of their time “persuading or convincing others.”

Later in the survey to probe the respondents further. The survey asked respondents to rank 0-100 on a slider scale.  “What percentage of your work involves convincing or persuading people to give up something they value for something you have?”  The average reply among respondents was 41 percent.

It is now fairly obvious that we are all in the business of sales, or as I like to call it influence.  We all have to influence other people or convince other people to listen to us.  Without the ability to do that it is very difficult to get anything accomplished.

The more important thing I want to point out here, is that if 1 out of 9 jobs in a company are traditional sales roles.  Meaning you are paid to go out and generate business by acquiring customers.  It means the other 8 out of 9 remaining jobs spend at least 40% of their time connecting with customers. Then why is sales training, or any kind of training for that matter, only conducted with the sales team?

Since you are reading this, the chances are you are not in a traditional sales role based on the data.  However, my hope is that I at least got you thinking about the fact you do spend a lot of your day trying to persuade and convince others in some form. So the question is how do you do it?

Here are three simple ways to influence, persuade, and maybe even convince others to your way of thinking.

  1.  Ask questions:  This is the number one way.  People like to solve problems on their own.  Especially since you are most likely in a peer-to-peer situation and you can’t just tell them exactly how you feel about something and this is the way we are going to do it.  Nope instead you have to get buy-in from the other person.When you become more skilled at asking the right questions, at the right time, to a person that you are trying to influence, you can win them to your way of thinking.  They start to convince themselves through their own words by answering your questions, that what you are suggesting is the better way.  If, your way is truly the better way.
  2. Listen: Seems pretty easy doesn’t it?  Come on, we all think we are better listeners than we actually are.  But the facts states the opposite.  That we truly aren’t very good at listening.  Nope. We listen long enough so we can respond.  Well, if you are trying to convince or influence someone else to get them to move, then we have to become better at listening to their perspective and then tailoring our response around that to ask a good follow-up question to nudge them in the direction we want them to go.
  3. The best way to win an argument is to avoid it.–Dale Carnegie.  Yep Mr. Carnegie couldn’t have said it any better than that.  You might be thinking, “Does that mean, I don’t stand up for what I think is right.”  Read the quote again.  No.  That is not what Mr. Carnegie meant, nor do I.  Instead of arguing about whatever it is you are trying to get someone else to do.  You instead use basic human relations to get them thinking differently.

Obviously, this blog isn’t long enough to equip you with the skills necessary for you to always get others to do what you want them to do.  The skills required to move others require constant attention and constant reinforcement and development.

Do you have the skills?  As a leader or manager, do your people who are working with your customers have the skills necessary and required to move customers into loyal customers? We know your cost of acquisition is high for a customer in most cases. Then you turn those high value clients over to people you have invested very little, if any time or money into, to persuade and convince those clients to stay loyal to your company and your product.

My unsolicited advice. If it is not obvious.  As you move into 2017, you must increase the amount of money you spend on the people who have to either work with your customers (which is everyone) and everyone who has to work with their peers and colleagues (which is everyone).  So this is the 9 out 9 employees within your company.

How much money are you willing to lose because of lost clients, lost production because people can’t get others to move, or lost employees because managers aren’t equipped with the skills to get others to move?

To your success and your future.

References:  To Sell is Human;The surprising truth about moving others.  Author: Daniel Pink.  Published by Penguin Group (2012) 



Just admit it, You are wrong

Dale Carnegie and Associates recently conducted a global survey of 3,300 full-time employees across the globe.  The research was centered around leadership and the impact leadership has on the employees motivation to work and to stay with the company.

One of the staggering statistics that came from the research was that 4 out of 10 employees surveyed are looking for a job now and would like to be in a different company and position in 2017.

One of the topics they asked the respondents was:  Comparative Importance and Performance of Supervisors of Effective Leadership Behaviors.  This means what is an important leadership behavior that you want your leader to have; and do they.

84% of the respondents said that having a supervisor who has the humility to admit when they are wrong or when they make mistakes is a very important leadership behavior they want in their leaders. And 51% of the respondents said that they have supervisors that admit it consistently.

I don’t think we have to discuss why 84% of the respondents believe it is important.  We all have been around someone who we knew was wrong before.  And that person, most likely even knew they were wrong, but they wouldn’t admit it. How did those situations sit with you?

The chances are you were furious.  You were annoyed.  You were perplexed that this person was wrong, and you knew it, they knew it, and everyone else knew it, but they were unwilling to admit it.

In our personal lives when this scenario plays out we are more likely to call the person out.  You might say something like “Come on man, you know you are wrong”.  “Are you serious, do you really not see that you are wrong on this”.  “Admit it you are wrong”.  Growing up with two brothers I know I have said this many of times, and they said it to me as well.

However, on the job people are not as casual about it, especially to their supervisor, and definitely not to senior leadership.  Most employees would not call out the leadership this way.

So instead what happens, the employee goes back to work.  And like I said in the scenario above.  They are frustrated, annoyed, furious, and perplexed that the supervisor or other leaders was wrong and everybody knows it, but they wouldn’t admit it.

I am not a psychologist, but I understand that we as humans have an innate desire to not be wrong. We like to believe that we don’t make mistakes.  That we do the right things. That we do what we say we are going to do. That we are always on top of things.  But if you are reading this, it means you are a human and as a human you know that this is just not the case.

We are not always on top of things and we are definitely not always right.  We are going to make mistakes.  If you are in leadership you are going to make them a lot, because you are making lots of decisions everyday.  That is really your job.  To make decisions.  And you aren’t always going to make the right decisions, because you won’t always have all of the information.  Which is okay.  It is impossible to have all of the information.  You take what you have at the time, decide, and move on.

Because the nature of leadership is making decisions.  If you are a leader you have to become better, I mean really good at admitting mistakes.  Just admit it.  Own up to it.  Once you do this it shows your team that you are genuine, that you are transparent, and this makes them trust you.  And this is what it all comes down to.  TRUST.

The statistic of 4 out of 10 employees surveyed are looking to find another job.  Why do you think that is?  Well, if they can’t trust their supervisor or the leadership, then why work at the company. Trust is a fundamental requirement to all relationships.  Without trust nothing can exist in my opinion. Trust is the foundation.

If you aren’t willing to admit when you wrong then you are technically a liar, or you are stupid, which is worse.  People don’t want to work for a liar, and they definitely don’t want to work for an idiot, which is another blog for another day.

To your success and your future.