I found this book to be highly thought provoking and in many ways asking way more questions than providing answers, certainly in the first two thirds of the book. I had imagined that the book may have been about problem solving and decision-making models. Instead it is mainly about questioning and understanding the role that our morale code and ethics play in our decision making as leaders which is not to be underestimated.
There are a number of detailed examples and case studies from recent times which would appeal to many readers. At the end of each chapter, the key points are often more like key questions or key reflections to keep the reader thinking and questioning their leadership style.
However, for me, the most interesting and practical aspect of the book is right at the end when the author spells out an end-to-end process for a leader who has to make a tough call. I also like the inclusion of a model on how to determine decision- making authority by urgency and desired engagement.
There are other practical tips and tools in the latter part of the book including when to veto or vote and how to between fact and feeling. I would have valued further expansion on these topics as they provided a useful structure particularly when balanced with an increased awareness of the role that our responsibilities, morals and ethics might play when making difficult decisions.
Published by Wiley