01
The agenda and the decider are only part of a decision meeting. The order of the hour, and who is allowed to speak at each point, decides whether the first opinion in the room becomes the only one.
6 min readOperating cadence
Notes
Perspectives on the work beneath the work.
Short essays on decisions, growth, teams, and the kind of judgment that can be carried into action.
02
Evidence and criteria do not stop a project if nobody holds the right to act on them. The kill decision belongs to whoever owns the trade-off, and the meeting should be built around that person.
6 min readGrowth
03
The scorecard ranks the firms. The sponsor's need to defend the choice picks one. Seeing that second filter lets a buyer decide what it should actually reward.
6 min readDiagnosis
04
Consensus works when interests align and a holdout is cheap. Four decision shapes break both conditions, and a team can recognise them before the meeting starts.
6 min readDecision architecture
05
Leadership meetings reach decisions all the time and rarely mark them. A one-sentence close by the decider, repeated back by someone else, turns an impression into a fact.
5 min readOperating cadence
06
Where no stop condition was written, a running project can still be judged: forward cost, forward value, and the work it displaces, with evidence from someone other than the sponsor.
6 min readGrowth
07
Proposals describe how a firm sells. The engagement runs on staffing, references and fee structure, and those can be tested before anyone signs.
6 min readDiagnosis
08
The norm fails when commitment is demanded before the objection is answered. A written dissent, a stated definition of commitment and a review date give it terms that hold.
6 min readDecision clarity
09
A meeting produces what its design asks of it. One built around decisions, a named decider and an explicit close ends with a choice instead of an hour of talk.
8 min readOperating cadence
10
Most initiatives are never stopped. They expire. A stop condition with a date, written before the work begins, moves the hardest decision to the moment it costs least.
5 min readGrowth
11
The moment to hire is set by what a company already knows about its constraint, not by how bad the quarter felt. Three conditions can be checked on paper before anyone is called.
6 min readAdvisory
12
Most decision rights were never designed. They were inherited from whoever happened to own the first case, and a growing company inherits the wrong owner as often as the right one.
5 min readDecision clarity