Decision Making

Form your own culture club

Aaron Jagdfeld, 41, runs a fast-growing company with $1 billion in annual ­revenue. He’s president and CEO of ­Generac Holdings, a maker of automatic standby generators based in Waukesha, Wis. Jagdfeld joined Generac in 1994 and became its chief executive in 2008.

Strategic management: Too much data poses risk

With so much information at our fingertips, it’s tempting to rely on data to make important decisions. But don’t overlook other variables. Consider the case of a big U.S. bank CEO.

Stumped? Consult 'the crowd'

Do you rely on your “golden gut” when making decisions? Or do you believe that other people in your organization have expertise or opinions that can help make your decisions better? Greg Burrill, owner and founder of home-builders WGB Homes, is in the second camp.

Cultural gaps can spell merger disaster

To bring cultures together, identify differences in attitudes and work habits. Then address the differences so that everyone gains a better understanding of their colleagues’ perspectives. Skip this step and conflicts can erupt. This occurred after Daimler-Benz acquired Chrysler in 1998.

Mohawk CEO keeps the answers simple

Gain a competitive advantage by keeping things simple. That’s the lesson of Mohawk Industries CEO Jeff Lorberbaum, who starts with plain speaking, without buzzwords or complicated jargon.

Ask 6 questions to identify the problem

Begin every conversation geared toward problem-solving by identifying the problem and how it might be solved. Six questions should guide your actions.

Chief Justice staked out new ground

William Marbury had been confirmed as a Washington, D.C., justice of the peace in the waning days of the Adams administration, but the incoming Jefferson administration refused to seat him. The U.S. Supreme Court had to decide what to do. Chief Justice John Marshall found a way.

Overcoming 5 barriers to decisiveness

Is your decision-making as effective as you’d like? Here are five barriers to decision-making and possible solutions from Kevin Eikenberry, Chief Potential Officer of The Kevin Eikenberry Group, a leadership and learning consulting firm.

Eisenhower's toughest decision

On June 2, 1944, all the pieces were in place for the largest amphibious assault in world history. Planning for D-Day fell to Supreme Commander Dwight D. Eisenhower. The only unknown? The weather. How did he make one of the most consequential decisions in history?

Place your biggest, best bet

“Success really only comes when you nail one thing. … It requires honesty and clarity to focus, but that’s usually how businesses succeed,” says Aaron Levie, chief executive of file-sharing application Box.

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