What Others Are Saying About The Book...
“Over the years, I have read dozens of books and hundreds of articles on decision making. David’s book is a must-read. He covers all of the essentials in a comprehensive yet easy-to-read way. Regardless of your position, age, or experience—buy it. Read it and practice its principles and you will become a master of decision making.”
Tim Connor, International Best-Selling Author, Global Speaker, and Trainer
“In his latest book, Problem Solved!, David presents a very practical guide to developing skills and techniques for becoming a better decision maker and problem solver. David’s deep experience informs his writing throughout this engaging book.”
Nate Bennett, Ph.D., Robinson College of Business, Georgia State University
“You’re in your job for one reason: to solve problems. Goldsmith’s book gives you the playbook to do it successfully.”
Debra Benton, Author, The CEO Difference (McGraw-Hill)
“A practical, no-nonsense handbook for those who are ready to tackle the real issues around decision making. David Goldsmith’s uncompromising manual names the elephants in the room and shows you how to address them. Whatever your personality or learning style, David shows you how to fearlessly identify the real issues, then calmly and confidently address them. Knowing this skill is the difference between success and failure.”
Trish Jenkins, Best-Selling Author and Keynote Speaker
“The business of executing strategy requires many decisions and the time-to-decision is a critical quality metric every organization must master. David details the processes and principles in practical ways to make sure better decisions are made.”
William Malek, Co-Author, Executing Your Strategy (Harvard Business School Press)
“GetAbstract Recommended Problem Solved – The Secrets of Decision Making and Problem Solving
• Many entrepreneurs make bad business decisions, often due to assumptions incorrect.
• Good decision-makers develop a “problem-solving mentality.”
• Problems in business are “strategic”, “organizational” or “operational”.
• Decisions take the following formats: “irreversible, tested, checks and balances, step by step, follow with your eyes wide open, combined and strategic. “
• Individual learning styles depend on four spectra: “sensors or intuitive, visual or verbal, active or reflective, and sequential or global. “
• Brakes and decision-making balances propose logical questions.
• The price of Apple shares rose more than 9,000% after Apple reversed in its bad decision to fire Steve Jobs.
• Involve all stakeholders in decision-making and implementing decisions.
• Keep a journal about their decision-making and the use whenever necessary seek guidance on future decisions.
• The decisive managers collect feedback from all sources and allow employees make mistakes.”