Many people, including Ben Horowitz and Andy Grove, have also identified how many CEOs are often overly optimistic or even irrationally optimistic. If that's t

Many people, including Ben Horowitz and Andy Grove, have also identified how many CEOs are often overly optimistic or even irrationally optimistic. If that's the case (I personally think it often is), then it that much more important to run towards the fear in the relatively rare cases that you do see the possible indicators. I have also found it useful to document key assumptions, and the reasons behind those assumptions, and then compare to actual as actual materializes. That comparison sometimes unearths problems (or opportunities) that may have otherwise been obscured by other items. Any other methods that folks use to have more open eyes and ears to potential problems, or to assure you act upon them in the right manner without rationalizing them away?