Instead of analysing actions, checking through the consequences of those actions and chatting through the decisions made, leaders too often rely on impulsive decision-making – and this is when hubris can set in.

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This describes almost every decision-maker I've ever met in a corporate setting.

"Instead of analysing actions, checking through the consequences of those actions and chatting through the decisions made, leaders too often rely on impulsive decision-making – and this is when hubris can set in."

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