The G.R.E.A.T. Decision Making model describes five essential ingredients to equip decision-makers for success. It is a recipe for empowering rising leaders with more authority and for driving efficiency in a growing organization.
In a startup’s early stages, decision-making is concentrated with a small team — usually founders and their closely-knit and highly-motivated early hires. Well-informed, timely, and savvy decisions during these nascent days are crucial for the business’s survival. But as the organization grows, communication channels increase exponentially, and suddenly our expert decision-makers find themselves removed — physically and temporally — from day-to-day decisions.
At this stage, if our founding heroes are the only ones with the tools to make wise decisions for the business, then bad things start to happen. Bottlenecks form, delaying action and hindering the organization’s efficiency and (ironically) its growth. Cultural costs also accrue in the form of disempowerment among managers and individual contributors, real or perceived lack of trust from leadership, and barriers to career development.
The G.R.E.A.T. Decision Making model describes five essential ingredients to equip decision-makers for success:
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