Transcription
I got to teach tennis to Bill Gates, Alan Alda, Richard Branson. I will tell you the number one lesson that I learned from Richard Branson. I played for two hours is like trying to rehearse this question in my head as to what I would ask him. I said, "You run 10 companies. How do you make decisions?"
And the moral of the story was that most people don't have a framework for making decisions. Therefore, they make dumb decisions. From that day, I started thinking about how I make decisions.
Number one, understand the context. So, you ask where the shared information is. Number two, you isolate the issue. Hey, what problem are we actually solving? Number three, you accept the risk. If we make this decision, what actually breaks? Number four, you map decision. Hey, what am I going to do as next steps?
Now, when you have a framework for making decisions and someone brings a problem to you, you're like, wait, can you tell me about that? Understand the facts. Then you say, isolate the issue. So, the problem we're trying to solve is this. Number three, accept the risk. If you make this decision, we probably can do this project, this project, and this project, and this project. Yes, accept the risk. Number four, okay, given that we're going to do all of that, what is the next step? You make a decision. Right?
No way would I have learned that if I never played tennis with Richard Branson.