Consensus decisions about executives almost always sway the process away from strength and toward lack of weakness. - Ben Horowitz

As organizations grow large, important work can go unnoticed, the hardest workers can get passed over by the best politicians, and bureaucratic processes can choke out the creativity and remove all the joy.

Does the CEO know what to do in all matters all the time? This includes matters of personnel, financing, product strategy, goal sizing, and marketing. At a macro level, does the CEO set the right strategy for the company and know its implications in every detail of the company? I evaluate two distinct facets of knowing what to do: Strategy In good companies, the story and the strategy are the same thing. As a result, the proper output of all the strategic work is the story. Decision making At the detailed level, the output of knowing what to do is the speed and quality of the CEO’s decisions.

Al, I am just not sure how we can win without so many of our best players. What should I do?” Davis: “Bill, nobody cares, just coach your team.