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1. Belief is the driver of action. If you don’t believe in your decisions, there is no motivation to implement them.
2. If you want to assess progress, the best way is to organise a progress meeting because people usually tell you the truth about what is really going on.
3. Vague hopes and dreams play no role in the formulation of executable decisions.
4. If you understand your priorities and value system and if you can articulate a significant mind shift, then you are in a good position to make a new decision that can bring about change.
5. If costs outweigh benefits, then your decision will surely be implemented.
6. If someone has extremely good intentions and is excited about implementing these intentions, then there is no point in “crossing the river”.
7. A thorough “crossing the river” conversation early on in your project can save you from crisis management and micromanagement later on.
8. The ability to reflect on negative or critical feedback accelerates rapid learning.