Choosing certainty over clarity

Rationale

Certainly, intellectual precision alone is not a sign of Temptation Number Three. However, when it manifests itself during staff meetings in terms of unnecessary debates over minutiae, it is a sign of real trouble.

It is no surprise that many CEOs take a great deal of pride in their analytical and intellectual acumen. Unable to realize that their success as an executive usually has less to do with intellectual skills than it does with personal and behavioral discipline, they spend too much time debating the finer points of decision making. Those debates are problematic for two reasons. First, they eat up valuable time that can be spent discussing larger issues, which often receive just a few minutes at the end of the staff meeting agenda. Second, and more important, they create a climate of excessive analysis and overintellectualization of tactical issues. If there is one person in an organization who cannot afford to be overly precise, it is the CEO.