Dan Murphy argues that executives should stop casual collaboration and instead present data-driven decisions. He cites Ray Dalio's principle that the person closest to a problem should have the most influence, and says concrete metrics like sales volume and closing rates beat informal discussion.
Chapters
There's a lot of research that shows that people actually do better work when they're like siloed for certain projects. Yes. And, and they're not collaborating because it just slows things down. There's so many different opinions. Those silos can get created and then someone's saying over here that XYZ's happening with sales and then the marketing team's saying this and it's like, well, where's the truth in that? There's a principle, I think it's Ray Dalio talks about it, weighted believability, which is the, the person closest to it is the one that should have the most believability. And to double-click On the metric piece, I mean, this was something that I learned in being in sales, a very data-heavy company, about how many sales we're getting, what's our closing rate, what's our customer acquisition. I talk a lot through what's going on up here and like, this problem, this is it. And what I had to find in my executive team was the way that they perceive communication and take it in is different than how I will with my girlfriends. And so I started to need to learn, okay, if I'm gonna bring a problem, I have to bring the data. It can't just be like, talking it out and let's collaborate and like chit-chat about it. It's, hey, here's what's happening, here's the proof, here's the data, here's what I think we should do about it. That helped me a lot.
