"Every business decision reflects a value system, even if it's not named outright. When sales drop, do you cut costs or beef up your sales team once you've confirmed your sales strategy still works? That choice reveals where you put your weight, i.e., what you prioritize when resources are constrained but the company still has room to maneuver. For me, the answer is to invest in the right people. However, some organizations make the choice of never calling out which approach is driving their decision-making."
"Instead of making a strategic choice, these companies operate from unnamed assumptions. This leaves their leaders in a precarious situation. When a crisis hits, some choose security while others choose growth, creating confusion and conflict. That is a value killer. It's people who create value, however you define it - be it profit, revenue, standards or culture - and the leader's job is to give them the clarity they need to align their roles with organizational goals."
Every business decision reveals underlying values, such as choosing cost cuts or sales investment when revenue falls. Unnamed priorities produce inconsistent choices, internal conflict, and decision paralysis, especially in larger organizations where misalignment multiplies costs. Fewer than half of surveyed global business leaders describe decisions as timely, and many decision processes are ineffective. Decision paralysis stems from failing to name and embed values in company culture rather than from lack of data. Clear values empower leaders to align roles, prioritize people, reduce frustration from competing value lenses, and create space for principled decisions even when choices are imperfect.
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