Frankly, I think the tactical HOW part of this article is very light. There's much content on WHY it's a good idea and apocryphal anecdotes. Here's some actual

Frankly, I think the tactical HOW part of this article is very light. There's much content on WHY it's a good idea and apocryphal anecdotes. Here's some actual advice I gleaned from the article: - Say, "We’re going to make this decision before we leave the room." (And do it.) - Begin every decision-making process by considering how much time and effort that decision is worth, who needs to have input, and when you’ll have an answer. - Internalize how irreversible, fatal, or non-fatal a decision may be. (And get comfortable with it.) - Give important decisions 24 hours, even if you think you know the answer. - Know when to end debate and make a decision. Use your "CEO prerogative" sparingly but decisively. - Gauge comfort to get to the right speed: low-level discomfort (stretching) is good. Then execute on those decisions. (This is the second half of the article.)