ABSTRACT
In this chapter the authors' focuses on questions that leaders commonly ask them and provides their best advice about how to deal with them. If leaders are too busy to spend appropriate time on making risky and important decisions, then they are too busy! They could set aside protected time in their diary for decision making, allowing them to focus on what is risky and important without interruption or distraction. Sometimes the decision matters because the core values and strategy of the organization are at risk—getting it wrong would seriously destroy value. Strategy is often described as “the pattern of decisions made by the organization.” Only leaders will know how well they could cope financially and/or reputationally if they get it wrong. The term weak signals is becoming part of normal business language, referring to those sources of emerging information that have the power to make or break leader's strategy and performance.
