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By Chris W. Brussalis Choices and decisions are a part of life. We all make them at
just about every turn of the corner. We see young children and
infants even, deciding between options and arriving at a decision.
In fact, I saw a study overseas recently that analyzed the cognitive
ability of children six months old and under. Results indicate that
these little tykes have a far greater cognitive capacity than we ever
thought possible. Even better were the tee-shirts they received,
which read, “Scientist in Training.” I raise this topic of choices and decisions because in today’s world,
we are increasingly impacted by leadership, at all levels, based upon
their evaluation of choices to make a decision. Who is giving them
the information? How are they processing it? To what extent
does personal bias play a role in decision making? How are leaders held
accountable? In order to be effective, individuals and organizations must raise
questions and engage discussion with leaders on critical issues. In
fact, significant change that impacts organization direction, bottom
lines, and shareholder satisfaction will always be limited if the envelop
is never pushed. Effective leaders recognize this climate of
innovation and challenge people, processes, and systems to continually
strive for 100 percent excellence every time, all of the time. I hope our latest newsletter finds you in good spirits. In this issue the articles are primarily focused on leadership in some capacity and will likely stimulate thought and discussion. As always, we welcome your feedback. These materials have been prepared for educational and information purposes only. They are not consulting advice or opinions on any specific matters. Transmission of the information is not intended to create, and receipt does not constitute, a consultant-client relationship between The Hill Group, Inc. and any recipient of this material. Readers should not act upon this information without seeking professional advice. 
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