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Mrs Ferguson, 66, said: "What an achievement,cheap air jordans, what a once-in-a-lifetime, awesome thing to do."
Also raising awareness for the disease were Wilma Lawrie, 57, from Edinburgh,cheap jordans, and Yvonne Grant,cheap jordans for sale, 56,cheap authentic jordans,http://www.pocketcram.com/forum/posts/list/0/584510.page#589989cheapjordanshoesfreeshipping.com/bolg, from Dundee,http://www.vivasanvivat.ru/news/2015-04-28-solnechnyi-ozhog-ili-zagar-bez-problem.html#comment-48873cheapjordanshoesfreeshipping.com/bolg,cheap jordan shoes, who both crossed in wheelchairs as part of a four-person team fundraising for the Brittle Bone Society.
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Decision making is a key part of leadership.


When it comes to the crunch,cheap retro jordans, leaders must be able to make the call. “When a leader is decisive and leads the team with strength, he or she will instil confidence and things are far more likely to progress,cheap jordans online,” explains Dr Lynda Shaw, a neuroscientist and consultant.


But decision making isn’t just about making the right call; it’s also about leaders’ ability to bring people with them,http://www.pocketcram.com/forum/posts/list/0/584509.page#589988cheapjordanshoesfreeshipping.com/bolg,jordans for cheap, and the skills required to handle the fallout if a decision turns out to be wrong.


“Good leaders aren’t just good at making decisions; they’re also good at managing the process of decision making,” says Professor Nelson Phillips of London's Imperial College Business School.


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“It's about making sure that the nature of the question is clear,
having the right information, discussing the issue with the right people, and knowing what the timeframe is.”


Professor Vikas Shah, a lecturer at MIT and Alliance Manchester Business School, says that getting “buy-in” from staff on decisions is important. “Even if I feel that I know what the decision is, I want
the team to have buy-in on it and feel a sense of accountability for it,” he says. “If everyone's on board, things stand a better chance of succeeding.”


There are many different strategies and approaches to decision making. However, experts agree that remaining well informed and discussing issues with key advisors and partners are both par for the course.




Dr Shaw suggests that, sometimes, it’s fine to kick a few ideas around, brainstorm and allow spontaneous suggestions (which she calls “divergent thinking”). But, she adds, this strategy is best combined with “convergent thinking” – a logical, considered approach.


"Divergent thinking is about insight and enables abstract thought.
It can be spontaneous, enables elaboration of original ideas, and uses curiosity and imagination. “Convergent thinking is more logical: bringing ideas together, recognising patterns and considering facts and knowledge,” she explains.


But a winning process is to allow time for divergent thinking, then to switch to convergent thinking, says Dr Shaw.


Decision making can be stressful and business leaders should not pretend otherwise, says Prof Shah. However, leaders sometimes put pressure on themselves and rush to make a decision. “We aren't fighter pilots or surgeons; we don't have to make split-second, life-or-death decisions,” he says.


"It’s rare that decisions have to be made in the spur of the moment.”


However, if a decision does turn out to be the wrong one, all the experts agree that the best approach is to admit it and seek to remedy the situation. Prof Nelson says: "Admitting that a mistake was made and quickly taking things in a new direction is a sign of a mature leader.”

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