One mark of a good officer, he remembered, was the ability to make quick decisions. If they happen to be right, so much the better

One mark of a good officer, he remembered, was the ability to make quick decisions. If they happen to be right, so much the better.

Being able to know when to make quick decisions is an important skill.

Those who have a system for making better decisions win. Some decisions are quick, while others take time.

Those who reach DECISIONS promptly and definitely, know what they want, and generally get it. The leaders in every walk of life DECIDE quickly, and firmly. That is the major reason why they are leaders. The world has the habit of making room for the man whose words and actions show that he knows where he is going.

The decisions are made in the moment they are made.

How good people's decisions are under the fast-moving, high-stress conditions of rapid cognition is a function of training and rules and rehearsal.

The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make. Not to decide questions that are not pertinent at the time is uncommon good sense, though to raise them may be uncommon perspicacity. Not to decide questions prematurely is to refuse commitment of attitude or the development of prejudice. Not to make decisions that cannot be made effective is to refrain from destroying authority. Not to make decisions that others should make is to preserve morale, to develop competence, to fix responsibility, and to preserve authority.

We had many contingency plans for responding to a nuclear attack. But everything would happen so fast that I wondered how much planning or reason could be applied in such a crisis. The Russians sometimes kept submarines off our East Coast with nuclear missiles that could turn the White House into a pile of radioactive rubble within six or eight minutes. Six minutes to decide how to respond to a blip on a radar scope and decide whether to unleash Armageddon! How could anyone apply reason at a time like that? There were some people in the Pentagon who thought in terms of fighting and winning a nuclear war. To me it was simple common sense: A nuclear war couldn't be won by either side. It must never be fought.

I think that in the emergency situations like we have with potentially weapons of mass destruction, the agent in the field needs as much flexibility as he can and the decision of probable cause as to what’s going to occur needs to be made not in headquarters and not by the attorney general and not by a special court in Washington, but by the agent in the field who needs to respond immediately.

I was stunned. I was, and I knew it, an ordinary person who long after he was grown retained the childhood assumption that the people who largely control our lives are somehow better informed than, and have judgment superior to, the rest of us; that they are more intelligent. Not until Vietnam did I finally realize that some of the most important decision of all time can be made by men knowing really no more than, and who are not more intelligent than, most of the rest of us. That it was even possible that my own opinions and judgment could be as good as and maybe better than a politician’s who made a decision of profound consequence.

Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.

In such seconds of decision entire futures are made.

Enable and empower teams to make fast and courageous decisions.