"With good judgment, little else matters. Without it, nothing else matters," said Noel M. Trichy in the foreword of the book. The book is must-read for current leaders as well as future leaders. This framework can help anyone who runs a small team or a big corporation. It gives keys to evaluate a situation, make a call and execute a decision after the call and correct it if it is necessary. Also, the authors explain that judgment calls are made in three domains: people, strategy and in time of crisis. But I will develop those points in the second part of this analysis. This book is the first one to claim judgment as a science, and not as a fortunately hazard of life. Judgment notion is totally dissected in this book, at least according to the authors.
Actually, the methodology is not perfect at all in this book. First of all, there is no definition of the word "judgment". It would be at least the first thing to do.
Moreover, authors try to convince that making judgment is the determination of the success or the failure of an organization or the leader is the only person responsible of judgment in organizations. They try to make us think that a leader is like God, a good one or not, only because he or she did badly. But authors fail to prove it! So, it is very annoying to admit such things.
[...] They “will talk about leaders and how the good ones make important judgment calls.” But the part does not exist in this book! Indeed, a huge number of examples are given in this book which shows good and bad decisions, and that is it. Moreover, it is always about the same leaders they are talking about: Jack Welch, Immelt, Klein and Mc Nerney succeeded but Carly Fiorina failed. And those examples are exploited during the all book. So the lecture is very repetitive and interest is going away little by little. [...]
[...] I am good at planning, making people work together, and make them respect the deadlines because I put a good pressure on all the members on the team so they can finish on time. Strategy for attainment I try to make people aware of their responsibilities in a team and if they do not, I give them self-confidence. I reassure them by talking to them and take into consideration their concerns Contextual Current Position Stakeholders are in general not aware of everything in a company. [...]
[...] These guideposts will help me to make judgments and develop a story line when I will be a manager. I used to work for a year at France Télévisions Interactive (FTVI) which is the internet branch of the French Public Television. So, if I were the CEO of this organization, here would be my TPOV: My Ideas The main aim of this organization is to develop coordination and development of channels activities in terms of programs and interactive services. Thus, FTVI has to produce and edit channels' internet websites, guarantee Audiotel, Minitel, Teletext and SMS services. [...]
[...] Both help to make good judgment calls regarding people and strategy. The book explains that if a leader does not have both, he will automatically fail in terms of good judgment and the eventual crisis will not be solved. Storylines answer to several questions such as: where are we now? Where we are going? How where they going to get there? If the leader succeeds to answer on a relevant way to those questions, he or she will have a good storyline to follow. [...]
[...] A judgment call answers to this main question: how well they will do making other judgment calls? More precisely, “will they be able to build a good team? Develop effective strategy? Deal with the inevitable crisis?” A matrix has been made to help answering those questions: it is the Deb's matrix judgment. It is a tool to exanimate a candidate in terms of self- knowledge, social network and organizational level. Make a call without thinking, the social impact is practically impossible because leaders are also humans. [...]
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