{"id":6147,"date":"2020-09-23T15:51:00","date_gmt":"2020-09-23T05:51:00","guid":{"rendered":"https:\/\/murrayslatter.me\/?p=6147"},"modified":"2026-05-23T16:15:41","modified_gmt":"2026-05-23T06:15:41","slug":"big-decisions","status":"publish","type":"post","link":"https:\/\/murrayslatter.me\/?p=6147","title":{"rendered":"How Leaders Make Difficult Decisions When Everyone Around Them Has an Opinion"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">A few years ago, I sat across the table from an executive facing one of the biggest decisions of his career.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The numbers were large.<br>The stakeholders were loud.<br>The opinions were complicated.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It was a major real estate divestment involving intertwined commercial interests, political sensitivities, emotional attachment, legacy considerations, and a community of advisors all convinced they knew the \u201cright\u201d answer.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Around the table sat:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>financial advisors,<\/li>\n\n\n\n<li>legal advisors,<\/li>\n\n\n\n<li>operational executives,<\/li>\n\n\n\n<li>emotionally invested long-term supporters,<\/li>\n\n\n\n<li>highly influential personalities,<\/li>\n\n\n\n<li>technical experts,<\/li>\n\n\n\n<li>and stakeholders with very little expertise \u2014 but varying degrees of confidence.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Everyone had advice.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Everyone had their own conviction.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Everyone believed they were helping (and they were).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But as the discussion unfolded, a fascinating pattern emerged.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The people with the strongest opinions were not necessarily the people with the strongest understanding of the decision itself.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Some stakeholders had deep emotional investment but limited strategic perspective.<br>Some had technical expertise but almost no influence.<br>Others possessed enormous political influence despite lacking any real capability to evaluate the long-term implications of the transaction.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And sitting quietly in the middle of all of it was the executive &#8211; who had to make the decision.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Trying to make the best decision possible while carrying the full weight of accountability if it went wrong. That conversation stayed with me because it highlighted something I see repeatedly in leadership:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The hardest decisions are rarely about intelligence. They are about clarity!<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">As an investor, I know that I can&#8217;t borrow someone else&#8217;s conviction, I have to seek clarity for myself, to validate my conviction before making a decision! <\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\">The Illusion of Consensus in Decision making<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Many leaders unknowingly fall into a dangerous trap: they confuse volume with wisdom.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When enough people repeat an opinion confidently, it begins to feel credible. Particularly when:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>pressure is high,<\/li>\n\n\n\n<li>uncertainty is uncomfortable,<\/li>\n\n\n\n<li>timelines are compressed,<\/li>\n\n\n\n<li>and the consequences are significant.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">But leadership is not crowd-sourced decision making. In fact, one of the defining characteristics of executive leadership is the ability to absorb conflicting information without becoming emotionally hijacked by it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Because every stakeholder sees the decision through their own lens:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>financial,<\/li>\n\n\n\n<li>political,<\/li>\n\n\n\n<li>emotional,<\/li>\n\n\n\n<li>reputational,<\/li>\n\n\n\n<li>operational,<\/li>\n\n\n\n<li>personal,<\/li>\n\n\n\n<li>or self-preserving.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">And whether we like it or not, incentives shape perspective.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Always.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Not Every Opinion Should Carry Equal Weight<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">This is where many leaders struggle.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They want to be collaborative.<br>They want stakeholders engaged.<br>They want alignment.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But somewhere along the way, collaboration becomes confusion.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">One of the most useful exercises I use with executives is expanding the traditional stakeholder matrix beyond simply:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>power,<\/li>\n\n\n\n<li>and interest.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">In difficult decisions, there are actually four dimensions leaders should evaluate.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Four Dimensions of Decision Influence<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">1. Power<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Who can directly influence or control the outcome?<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. Interest<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Who is emotionally, financially, politically, or personally invested?<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. Competence<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Who actually possesses the experience, expertise, or judgment required to advise on this specific decision?<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">4. Influence<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Who shapes the thinking of the people with power?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This changes everything.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Because suddenly, leaders begin to see the room differently. They realise:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>some highly influential people are operating almost entirely emotionally,<\/li>\n\n\n\n<li>some technically brilliant people have little influence,<\/li>\n\n\n\n<li>some loud voices are driven by fear,<\/li>\n\n\n\n<li>and some quiet voices may actually hold the clearest perspective.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The goal is not to ignore stakeholders. The goal is to understand them accurately.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Real Risk Is Emotional Contagion<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">One of the least discussed realities in leadership is how quickly emotion spreads through decision environments.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Fear spreads.<br>Urgency spreads.<br>Confidence spreads.<br>Panic spreads.<br>Certainty spreads.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Particularly in large transactions or strategic shifts.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A leader can walk into a room with a clear framework and leave two hours later emotionally exhausted and mentally flogged \u2014 not because the facts changed, but because emotional energy did.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is why emotional intelligence matters so much in executive leadership. Not as a soft skill. As a strategic capability.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The ability to:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>stay calm under pressure,<\/li>\n\n\n\n<li>separate emotion from signal,<\/li>\n\n\n\n<li>hear concerns without absorbing anxiety,<\/li>\n\n\n\n<li>and maintain independent judgment,<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">is one of the defining characteristics of exceptional leadership. Because difficult decisions are rarely made in emotionally neutral environments.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Systems Thinking Changes the Entire Conversation<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Most poor decisions happen because leaders evaluate outcomes in isolation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They focus on:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>this transaction,<\/li>\n\n\n\n<li>this quarter,<\/li>\n\n\n\n<li>this conflict,<\/li>\n\n\n\n<li>this stakeholder,<\/li>\n\n\n\n<li>this immediate pressure point.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">But large decisions exist inside larger systems. Every decision creates:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>second-order effects,<\/li>\n\n\n\n<li>future incentives,<\/li>\n\n\n\n<li>reputational consequences,<\/li>\n\n\n\n<li>behavioural signals,<\/li>\n\n\n\n<li>political reactions,<\/li>\n\n\n\n<li>and cultural impacts.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The best leaders ask:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>What precedent does this create?<\/li>\n\n\n\n<li>What future behaviour does this reward?<\/li>\n\n\n\n<li>What happens after the immediate outcome?<\/li>\n\n\n\n<li>What becomes harder later because of this decision today?<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">This is where systems thinking becomes incredibly powerful.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It shifts leaders from reactive decision-making to strategic decision-making.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Mental Models Help Leaders Think Clearly<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">When complexity rises, mental models become essential.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Not because they make decisions easy \u2014<br>but because they reduce cognitive <strong><span style=\"text-decoration: underline;\">NOISE<\/span><\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Some of the most useful frameworks include:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Second-Order Thinking<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Most people stop at: \u201cWhat happens next?\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Strong leaders ask: \u201cAnd then what?\u201d<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Inversion<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Instead of asking: \u201cHow do we guarantee success?\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ask: \u201cWhat would almost certainly cause failure?\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sometimes avoiding disaster matters more than chasing upside.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">SWOT Analisys<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Establishing if there is an upside (or how large), vs a downside (or how likely) is the realm of the SWOT analysis <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Assessing the <strong>Strengths<\/strong>, <strong>Weaknesses<\/strong>, <strong>Opportunities <\/strong>and <strong>Threats <\/strong>to the detail, and applying the Incentive Mapping and\/or Scenario Cases and\/or Probabilistic Thinking tools to frame the problem more clearly. <\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Incentive Mapping<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Never analyse advice without understanding incentives.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">People rarely see reality independent of their own interests.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Scenarios Mapping<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">I rarely make a decision in any thing in life without running a simple 3-5 case analysis:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Case 1: Do nothing<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Case 2: What my Gut says<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Case 3: Model the Worst Case<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Case 4: Model the Likely Case<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Case 5: Model the Best Case<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Probabilistic Thinking<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Most major decisions are not \u201cright vs wrong\u201d.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They are probability distributions. This is where the Scenarios Mapping comes in mighty helpful<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Leadership is often about improving the odds \u2014 not eliminating uncertainty.<\/p>\n\n\n\n<figure class=\"wp-block-embed is-type-wp-embed is-provider-murray-slatter wp-block-embed-murray-slatter\"><div class=\"wp-block-embed__wrapper\">\n<blockquote class=\"wp-embedded-content\" data-secret=\"pq61zLoHcb\"><a href=\"https:\/\/murrayslatter.me\/?page_id=4859\">Strategy<\/a><\/blockquote><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"\u201cStrategy\u201d \u2014 Murray Slatter\" src=\"https:\/\/murrayslatter.me\/?page_id=4859&amp;embed=true#?secret=J11Rey1HTl#?secret=pq61zLoHcb\" data-secret=\"pq61zLoHcb\" width=\"600\" height=\"338\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe>\n<\/div><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">The Weight of Leadership<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">At senior levels, leadership becomes increasingly lonely.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Eventually:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>the meetings end,<\/li>\n\n\n\n<li>the presentations stop,<\/li>\n\n\n\n<li>the advisors leave,<\/li>\n\n\n\n<li>and the executive must decide.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">That is the burden of leadership.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Not certainty.<br>Not perfection.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Judgment!<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And this is where I believe many leaders misunderstand what a \u201cgood decision\u201d actually looks like.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A good decision does not guarantee a perfect outcome.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A good decision is one where:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>the thinking was rigorous,<\/li>\n\n\n\n<li>the incentives were understood,<\/li>\n\n\n\n<li>the risks were mapped,<\/li>\n\n\n\n<li>the assumptions were challenged,<\/li>\n\n\n\n<li>and the process was defensible.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Good leaders do not chase certainty.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They build clarity.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Three Pathways Every Leader Eventually Chooses<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">When facing difficult decisions, most people unconsciously fall into one of three pathways.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Pathway 1 \u2014 Roll the Dice<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">This is the reactive pathway.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">No frameworks.<br>No structured thinking.<br>No stakeholder analysis.<br>No systems thinking.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Just pressure, instinct, emotion, noise, and urgency.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The leader absorbs the strongest voices in the room and hopes the outcome works out.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sometimes it does.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Sometimes it doesn\u2019t.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But the probability of regret remains dangerously high.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Roughly 50\/50.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Because the process itself was fragile.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And when outcomes deteriorate, these leaders often say:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">\u201cWe didn\u2019t see it coming.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p class=\"wp-block-paragraph\">The reality is:<br>they simply didn\u2019t think deeply enough.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Pathway 2 \u2014 Better Instincts, Better Odds<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">This pathway is where many experienced leaders operate.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They begin considering:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>stakeholder dynamics,<\/li>\n\n\n\n<li>incentives,<\/li>\n\n\n\n<li>second-order consequences,<\/li>\n\n\n\n<li>and emotional intelligence.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">They slow down enough to think more critically.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But ultimately, much of the final decision still relies on gut feel.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This improves outcomes considerably.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Because experience matters.<br>Pattern recognition matters.<br>Instinct matters.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But instinct alone still has limitations.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Particularly when complexity exceeds personal experience.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The odds improve.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Perhaps regret falls closer to 40%.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Better.<br>But still vulnerable to blind spots.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Pathway 3 \u2014 Structured Leadership Under Uncertainty<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">This is where exceptional leaders operate.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>consciously apply frameworks,<\/li>\n\n\n\n<li>map stakeholders,<\/li>\n\n\n\n<li>evaluate incentives,<\/li>\n\n\n\n<li>pressure-test assumptions,<\/li>\n\n\n\n<li>analyse second-order consequences,<\/li>\n\n\n\n<li>separate emotion from evidence,<\/li>\n\n\n\n<li>and create decision clarity on paper before acting.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">They seek guidance.<br>They challenge themselves.<br>They welcome intelligent disagreement.<br>They think systematically rather than emotionally.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Most importantly:<br>they make decisions that remain defensible even when outcomes are imperfect.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Because they understand something critical:<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Leadership is not about controlling outcomes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Leadership is about improving probabilities.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And when leaders approach decisions with structured thinking, emotional intelligence, systems awareness, and intellectual honesty, the odds shift dramatically.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Not to certainty.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But perhaps from:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>50\/50\u2026<br>to<\/li>\n\n\n\n<li>90\/10 in favour of clarity, alignment, and reduced regret.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">That is the real value of disciplined leadership thinking.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Not perfection.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Better odds over time.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Final Thought<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The quality of leadership is rarely tested when decisions are easy.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Leadership reveals itself when:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>the stakes are high,<\/li>\n\n\n\n<li>the pressure is intense,<\/li>\n\n\n\n<li>the opinions conflict,<\/li>\n\n\n\n<li>and uncertainty dominates the room.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">In those moments, leaders discover whether they are merely reacting \u2014<br>or truly thinking.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Because difficult decisions are not solved by listening to the loudest voice in the room.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">They are solved by developing the discipline to think clearly when everyone else is thinking emotionally.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Check in with me here, and lets discuss your big decision<\/h2>\n\n\n<div class=\"wp-block-jetpack-contact-form is-layout-flex wp-container-jetpack-contact-form-is-layout-53c17e14 wp-block-jetpack-contact-form-is-layout-flex\"><a href=\"https:\/\/murrayslatter.me\/?p=6147\" target=\"_blank\" rel=\"noopener noreferrer\">Submit a form.<\/a><\/div>\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/nz.finance.yahoo.com\/quote\/AUDUSD%3DX\">https:\/\/nz.finance.yahoo.com\/quote\/AUDUSD%3DX<\/a><\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/murrayslatter.me\/?page_id=4859\">Strategy &#8211; Murray Slatter<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>A few years ago, I sat across the table from an executive facing one of the biggest decisions of his career. The numbers were large.The stakeholders were loud.The opinions were complicated. It was a major real estate divestment involving intertwined [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":6148,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[16,6,120],"tags":[],"class_list":["post-6147","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-leadership-master-class","category-leadership","category-mental-models-leadership-culture-organizational-behavior","clearfix"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - 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