Our days are full of choices. Decisions – what, where, or when to eat, among others – face us every day. What to wear, where to go, what purchase is next, what color to paint the room, what flower to plant are just some of our many choices that seem simple to make. Some choices are more complex: What school should my child attend, should I take a job in another state, how do I invest for the best return, should I run for political office? All of these are questions we could encounter.
Individual choices are up to each of us. We decide what is best for ourselves. We may ask for input, but we in the end the choice is ours. But especially when we are part of a group and must make a choice, we look for ways that will be are fair to all involved and will meet the goals that the group has set for itself.
In Chapter 5, you learned about combining assets into opportunities. Assets can be combined to create a limitless set of opportunities, for all practical purposes. This is good news, but we can't do everything at once. To develop and implement an effective strategy, we must move at least one of our ideas to action. The reason is simple: our resources are limited. Often teams can get stuck at this point by ruminating about choices and what should come first. The fifth skill an agile leader needs involves efficiently sorting through many options to identify one that has the best chance of success.
You've probably ...