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Honeywell’s David Cote, on Decisiveness as a 2-Edged Sword

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David Cote describes his experience as a late bloomer. He describes his experiences taking six years for college, and at 23 living with a pregnant wife in a New Hampshire tenement. With the only heat source a stove for a chilly New Hampshire winter, and not enough money to support three people, it was his wake up call. A lesson learnt from his father who operated a service station stays with him. It is about thinking twice when your pride and emotion drive you in another direction but you have to act smart instead. Decisiveness can be a bad thing, if done the wrong way- coming up with a decision without getting all or as much as possible of the facts and looking at them carefully. The bigger the decision, the bigger the consequences if you get it wrong. For this it helps to have people around a senior manager who do the same, are able to think independently and argue with you about it in a way that keeps the matter objective without it getting emotional.

Honeywell's David Cote on decision-making and getting results the right way

11/02/2013

Useful reminders from David Cote on decision-making. He says its not about getting it right at the beginning of the meeting but by the end of the meeting. This is to emphasize that its a manager's job to get all the facts during the meeting- or several meetings- and then assess the situation for making a decision. Then no decision is final, it should be reassessed in 48-72 hours based on new information and reassessed afterwards for effectiveness based on new information and results. Getting results the right way is getting them with a discipline or process so that it can be repeated three years or five years from now.

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Honeywell’s David Cote, on Decisiveness as a 2-Edged Sword

New York Times 11/02/2013


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