hard-call

Topics in the source

• /executive-mentor:hard-call — Framework for Decisions With No Good Options
• Why These Decisions Are Hard
• The Framework
• Step 1: The Reversibility Test
• Step 2: The 10/10/10 Framework
• Step 3: The Andy Grove Test
• Step 4: Stakeholder Impact Mapping
• Step 5: The Pre-Announcement Test

Command: /executive-mentor:hard-call For the decisions that keep you up at 3am. Firing a co-founder. Laying off 20% of the team. Killing a product that customers love. Pivoting. Shutting down. These decisions don't have a right answer. They have a less wrong answer. This framework helps you find it. -- Not because the data is unclear. Often, the data is clear. They're hard because: 1. Real people are affected — someone loses a job, a relationship ends, a team is hurt 2. You've been avoiding the decision — which means the problem is already worse than it was 3. Irreversibility — unlike most business decisions, you can't undo this easily 4. You have skin in the game — your judgment about the right call is clouded by your feelings about it The longer you avoid a hard call, the worse the situation usually gets. The company that needed a 10% cut 6 months ago now needs a 25% cut. The co-founder conversation that should have happened at month 4 is happening at month 14. Most hard decisions are late decisions. -- The most important question first: can you undo this? Reversible — try it, learn, adjust (fire the vendor, kill the feature, change the strategy) Partially reversible — painful to

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