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Decision Making
Frameworks For Leaders
Dealing with Economic
Uncertainty
Weekly Executive Briefing
2 6 t h M a r c h 2 0 2 0 w i t h C h r i s J S n o o k a n d g u e s t s
Brought	to	you	by:
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EMERGED.COM
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THE LOGISTICS
Chat with me and your
peers in the group chat box
Submit Q&A & Participate in
the live polls
Contact Cameron Davis for
questions about the platform
cameron@emerged.com .
@CHRISJSNOOK
Author of Digital Sense
Chris J Snook is the bestselling author of Digital Sense (Wiley
2017) and Wealth Matters 3.0. He advises early stage growth
companies, private equity managers, and middle-market to
Fortune 500 executives on growth strategy and turnarounds.
He speaks and writes on a variety of topics including customer
experience, tokenomics, AI, IoT, blockchain, digital
transformation, and macro-economic trends and potential
futures. You can connect on Linkedin or Twitter @chrisjsnook
THE ROADMAP
ROADMAP
FORCES IMPACTS FRAMEWORKS RESOURCES
THE PROBLEM
COVID-19 THE BLACK SWAN
EVENT OF OUR GENERATION
For the first time in over 100 years every human and
every nation shares a common enemy. This also
means that every household and every business is
completely disrupted at a time of mass
misinformation, complexity, and economic fragility.
Decision making in this scenario is harder than ever.
Source: http://ncov2019.live/data
THE PROBLEM
SUPPLY CHAIN DISRUPTIONS
FALLING SALES
RAPIDLY RISING JOB LOSS
TRAVEL DISRUPTIONS
CURFEWS & QUARANTINE
KNOCK-ON EFFECTS
Source: Personal photos from Scottsdale/Paradise
Valley Trader Joes and Target shelves on
3/25/2020
Which of the following decisive actions
have you taken in response to COVID-19?
What has you feeling most anxious today?
POLL QUESTIONS
Workplace Decisions
What decisions must you make or
react to in the workplace? What
decisions can you make to ensure
personal and organizational
continuity in the new normal?
YOU NEED TO BE MAKING DECISIONS
The Latin root of decision-literally means “to cut off”
Investment Decisions
Where must you cut off a current/
pre-existing course of action to be
best prepared for the new
economic opportunities and
threats.
Social Contract Decisions
What new decisions must be
made to re-invent, adapt, or focus
your family and community and
what new social contracts will
emerge or decay and how will you
handle it?
FRAMEWORKS
FOR MASTERY
IN DECISION
MAKING
Good decision making
is a skill that pays
handsomely.
Taking Action
Frameworks for Daily Prioritization
Eisenhower Matrix
Project Portfolio Matrix
Dealing with Dilemmas
Frameworks for Crisis
The Rubber Band Model
The Consequences Model
The Conflict Resolution Model
Self Awareness
Frameworks for You/Your Family
The Flow Model
Personal Performance Model
The Johari Window
Understanding Others
Frameworks for Leading Others
TR’s 6 Human Needs Model
Extreme Leadership L.E.A.P.
| The science of making better decisions
EISENHOWER
MATRIX
PROJECT
PORTFOLIO
MATRIX
RUBBER BAND
MODEL
1
2
3
THE FLOW
MODEL
PERSONAL
PERFORMANCE
MODEL
6 HUMAN NEEDS
MODEL
4
5
6
WHERE THE MAGIC HAPPENS
TOP 6 FOR
TODAY’S
WEBINAR
THE TOP 6
URGENT
EISENHOWER
MATRIX:
Working more
efficiently
FRAMEWORKS
IMPORTANT
I m p o r t a n t N o t U r g e n t
	
N o t I m p o r t a n t - N o t U r g e n t
	
I m p o r t a n t A N D U r g e n t
	
N o t I m p o r t a n t - B u t U r g e n t
	
DO	THIS	NOW	DECIDE	WHEN	
YOU	WILL	DO	IT	
DELEGATE	TO	
SOMEONE	ELSE	
DO	IT	LATER		
(OR	NEVER)
FRAMEWORKS
DAILY SCORECARD
•  3x5 cards are a great low-tech
solution to write out each
morning and carry in your
pocket.
•  Label them (U&I, INU, UNI, etc)
•  Don’t add #7 until you have
completed the 6 or revamped
them as U&I’s come in.
MY TOP 6 TASKS
D U E TO D AY !
1.  Ta s k toda y (U & I)
2.  Ta s k toda y (U & I)
3.  Ta s k toda y (U & I)
4.  Ta s k toda y (IN U )
5.  Ta s k toda y (IN U )
6.  D e l e g a t e t a s k ( U N I )
TIME
PROJECT
PORTFOLIO
MATRIX:
How to maintain a
perspective/overview
FRAMEWORKS
COST
D i v o r c e 	
L A T E T O P L A N E A R L Y
	
UNDERSPENTONPLANOVERSPENT
	
M y b l o g
	
K i d s C o l l e g e
	
Q u a n t i f y i n g
P i p e l i n e 	
M y H e a l t h
&
E x e r c i s e 	
U n w i n d i n g
o l d
i n v e s t m e n t s 	
N e g o t i a t i n g
w i t h
c r e d i t o r s
THE
RUBBERBAND
MODEL:
How to choose between
two attractive alternatives
FRAMEWORKS
WHAT’S	PULLING	YOU?	
WHAT’S	HOLDING	YOU?
THE FLOW
MODEL:
What makes you happy?
FRAMEWORKS
BOREOUT	
BURNOUT	
On	a	graph	like	this	write	out	3	challenges	you	are	facing	and	how	you	
feel	about	them	(over-challenged	or	under-challenged).	Delegate	the	
ones	you	lack	the	ability	for	to	someone	you	trust	and	take	on	the	
challenges	that	are	suited	for	your	skills	to	stay	in	THE	FLOW.			
Over-challenged	
Under-challenged
PERSONAL
PERFORMANCE
MODEL:
How to recognize if you
should change your job or
role.
FRAMEWORKS
Have	to:	From	0-10	rate	the	extent	to	which	your	current	tasks	
are	demanded	of	you/imposed	onto	you?	
Want	to:	0-10	rate	the	extent	to	which	
your	current	tasks	match	your	goals	
Able	to:	0-10	rate	how	current		tasks	
match	your	abilities	
9	
3	
7
THE 6 HUMAN
NEEDS MODEL:
How to recognize the
dominant needs and
voids in others that drives
their behavior.
FRAMEWORKS
SPIRITUAL	NEEDS	
--------------------------SURVIVAL	NEEDS-----------------------
An uninvited guest ruined
everyone’s existing 2020
plans but you can make
decisions and set a new
one that is viable.
PRIVACY
ü  It’s time to get comfortable being
uncomfortable
ü  Having a business continuity and personal
continuity plan in place is key
ü  You must be willing to make decisions and the
frameworks will help you be more able to
make accurate and timely ones.
ü  Assess your needs at present and focus on
you and your family/company not drowning
until you are able to contribute to others.
ü  Engage and empower yourself with these
time-tested tools
ü  Its all going to be ok J
RESOURCES:
BOOKS:
The Radical L.E.A.P ~ Steve Farber
The Fourth Turning ~ Neil Howe and William Strauss
The Watchman’s Rattle ~ Rebecca Costa
Awaken the Giant Within ~ Anthony Robbins
The Decision Book ~ Mikael K roger us & Roman Tschappeler
C O V I D - 1 9 D A S H B O A R D :
N c o v 2 0 1 9 . l i v e / d a t a
SPONSOR:
w w w. e m e r g e d . c o m
H O S T:
w w w. c h r i s j s n o o k . c o m

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Decision Making Frameworks For Leaders Dealing with Economic Uncertainty

  • 1. Decision Making Frameworks For Leaders Dealing with Economic Uncertainty Weekly Executive Briefing 2 6 t h M a r c h 2 0 2 0 w i t h C h r i s J S n o o k a n d g u e s t s Brought to you by:
  • 2. Say hello to Business to Prospect (B2P) relationship management. Emerged is an independent, AI-driven platform that is redefining the sales process and customer relationship management. Emerged supports your sales team to find, educate, nurture, close and keep your customers. Using proven tactics and a stand-alone platform, Emerged increases closing rates and improves customer retention, all at a fraction of the cost of a traditional agency or in-house solution. Mention “DECISIONS2020” for a customized list of 2000 targets! EMERGED.COM Thank you
  • 3. THE LOGISTICS Chat with me and your peers in the group chat box Submit Q&A & Participate in the live polls Contact Cameron Davis for questions about the platform cameron@emerged.com . @CHRISJSNOOK Author of Digital Sense Chris J Snook is the bestselling author of Digital Sense (Wiley 2017) and Wealth Matters 3.0. He advises early stage growth companies, private equity managers, and middle-market to Fortune 500 executives on growth strategy and turnarounds. He speaks and writes on a variety of topics including customer experience, tokenomics, AI, IoT, blockchain, digital transformation, and macro-economic trends and potential futures. You can connect on Linkedin or Twitter @chrisjsnook
  • 4. THE ROADMAP ROADMAP FORCES IMPACTS FRAMEWORKS RESOURCES
  • 5. THE PROBLEM COVID-19 THE BLACK SWAN EVENT OF OUR GENERATION For the first time in over 100 years every human and every nation shares a common enemy. This also means that every household and every business is completely disrupted at a time of mass misinformation, complexity, and economic fragility. Decision making in this scenario is harder than ever. Source: http://ncov2019.live/data
  • 6. THE PROBLEM SUPPLY CHAIN DISRUPTIONS FALLING SALES RAPIDLY RISING JOB LOSS TRAVEL DISRUPTIONS CURFEWS & QUARANTINE KNOCK-ON EFFECTS Source: Personal photos from Scottsdale/Paradise Valley Trader Joes and Target shelves on 3/25/2020
  • 7. Which of the following decisive actions have you taken in response to COVID-19? What has you feeling most anxious today? POLL QUESTIONS
  • 8. Workplace Decisions What decisions must you make or react to in the workplace? What decisions can you make to ensure personal and organizational continuity in the new normal? YOU NEED TO BE MAKING DECISIONS The Latin root of decision-literally means “to cut off” Investment Decisions Where must you cut off a current/ pre-existing course of action to be best prepared for the new economic opportunities and threats. Social Contract Decisions What new decisions must be made to re-invent, adapt, or focus your family and community and what new social contracts will emerge or decay and how will you handle it?
  • 9. FRAMEWORKS FOR MASTERY IN DECISION MAKING Good decision making is a skill that pays handsomely. Taking Action Frameworks for Daily Prioritization Eisenhower Matrix Project Portfolio Matrix Dealing with Dilemmas Frameworks for Crisis The Rubber Band Model The Consequences Model The Conflict Resolution Model Self Awareness Frameworks for You/Your Family The Flow Model Personal Performance Model The Johari Window Understanding Others Frameworks for Leading Others TR’s 6 Human Needs Model Extreme Leadership L.E.A.P.
  • 10. | The science of making better decisions EISENHOWER MATRIX PROJECT PORTFOLIO MATRIX RUBBER BAND MODEL 1 2 3 THE FLOW MODEL PERSONAL PERFORMANCE MODEL 6 HUMAN NEEDS MODEL 4 5 6 WHERE THE MAGIC HAPPENS TOP 6 FOR TODAY’S WEBINAR THE TOP 6
  • 11. URGENT EISENHOWER MATRIX: Working more efficiently FRAMEWORKS IMPORTANT I m p o r t a n t N o t U r g e n t N o t I m p o r t a n t - N o t U r g e n t I m p o r t a n t A N D U r g e n t N o t I m p o r t a n t - B u t U r g e n t DO THIS NOW DECIDE WHEN YOU WILL DO IT DELEGATE TO SOMEONE ELSE DO IT LATER (OR NEVER)
  • 12. FRAMEWORKS DAILY SCORECARD •  3x5 cards are a great low-tech solution to write out each morning and carry in your pocket. •  Label them (U&I, INU, UNI, etc) •  Don’t add #7 until you have completed the 6 or revamped them as U&I’s come in. MY TOP 6 TASKS D U E TO D AY ! 1.  Ta s k toda y (U & I) 2.  Ta s k toda y (U & I) 3.  Ta s k toda y (U & I) 4.  Ta s k toda y (IN U ) 5.  Ta s k toda y (IN U ) 6.  D e l e g a t e t a s k ( U N I )
  • 13. TIME PROJECT PORTFOLIO MATRIX: How to maintain a perspective/overview FRAMEWORKS COST D i v o r c e L A T E T O P L A N E A R L Y UNDERSPENTONPLANOVERSPENT M y b l o g K i d s C o l l e g e Q u a n t i f y i n g P i p e l i n e M y H e a l t h & E x e r c i s e U n w i n d i n g o l d i n v e s t m e n t s N e g o t i a t i n g w i t h c r e d i t o r s
  • 14. THE RUBBERBAND MODEL: How to choose between two attractive alternatives FRAMEWORKS WHAT’S PULLING YOU? WHAT’S HOLDING YOU?
  • 15. THE FLOW MODEL: What makes you happy? FRAMEWORKS BOREOUT BURNOUT On a graph like this write out 3 challenges you are facing and how you feel about them (over-challenged or under-challenged). Delegate the ones you lack the ability for to someone you trust and take on the challenges that are suited for your skills to stay in THE FLOW. Over-challenged Under-challenged
  • 16. PERSONAL PERFORMANCE MODEL: How to recognize if you should change your job or role. FRAMEWORKS Have to: From 0-10 rate the extent to which your current tasks are demanded of you/imposed onto you? Want to: 0-10 rate the extent to which your current tasks match your goals Able to: 0-10 rate how current tasks match your abilities 9 3 7
  • 17. THE 6 HUMAN NEEDS MODEL: How to recognize the dominant needs and voids in others that drives their behavior. FRAMEWORKS SPIRITUAL NEEDS --------------------------SURVIVAL NEEDS-----------------------
  • 18. An uninvited guest ruined everyone’s existing 2020 plans but you can make decisions and set a new one that is viable. PRIVACY ü  It’s time to get comfortable being uncomfortable ü  Having a business continuity and personal continuity plan in place is key ü  You must be willing to make decisions and the frameworks will help you be more able to make accurate and timely ones. ü  Assess your needs at present and focus on you and your family/company not drowning until you are able to contribute to others. ü  Engage and empower yourself with these time-tested tools ü  Its all going to be ok J
  • 19. RESOURCES: BOOKS: The Radical L.E.A.P ~ Steve Farber The Fourth Turning ~ Neil Howe and William Strauss The Watchman’s Rattle ~ Rebecca Costa Awaken the Giant Within ~ Anthony Robbins The Decision Book ~ Mikael K roger us & Roman Tschappeler C O V I D - 1 9 D A S H B O A R D : N c o v 2 0 1 9 . l i v e / d a t a SPONSOR: w w w. e m e r g e d . c o m H O S T: w w w. c h r i s j s n o o k . c o m