Three points caught my attention in a recent article by Luda Kopeikina, MIT Sloan Mgt. Rev., Vol. 47, No. 2, Winter 2006 at 19. First, she writes: “Effective leaders focus on three components that they can control: the quality of the decision-making process, the quality of data involved in the decision, and the level of internal alignment with the choice.” Translation: a general counsel should understand and practice sound techniques for making decisions. (See my posts of Oct. 19, 2005 about decisions processes and March 18, 2005 about intuition.)
As to the second point, Kopeikina slams consensus decisions: “The best solution comes through debate, not consensus.” A general counsel should encourage spirited discussion, views pressed with passion, but not succumb to the blandishments of “let’s all agree on a course of action.”
“A clear decision can arise only when someone takes responsibility for it.” None of this collective team stuff for her. So – to emphasize the point – general counsel should point the finger at one person, to be accountable for the success of implementing the decision.