A decision can be advised. Its consequence cannot

A decision can be advised. Its consequence cannot.

That is the point many people only understand when they reach the main chair.

While the decision is still under debate, everyone weighs in: Board Members, partners, mentors, specialists, friends and well-meaning people. But when the decision produces an effect on cash, people, reputation, growth and the future, responsibility goes back to a single person.

That is where the loneliness of power is born.

Not as drama. As structure.

I published a new version of my article on this topic because the first one still tried to soften a truth that needs no comfort: leading requires listening, but it also requires the ability to carry the final consequence alone.