What was true when you built the plan may no longer be true. Confidence is more useful when it is supported by current evidence.
One action to start with
Write down three assumptions behind an important decision. Choose the least certain one and a small, affordable way to test it before committing further.
What this can look like
A business may assume customers value speed most when recent buying decisions suggest reliability matters more.
Illustrative example. This is a short application guide to chapter 19, not the full chapter.
Bring it into the business
Ask your team where they see this pattern. Agree one decision, one owner and a date to review what has changed. Start small enough to act on what you learn.
Use the leadership meeting pack ↗Want an outside perspective?
Make clear choices, translate them into priorities and build a regular rhythm for reviewing progress.
Read the full chapter
Chapter 19 starts on page 97 of The Questions You’re Not Asking.