approaches to improve the quality of the conversation. Make Sense Objective Develop a shared mental model of a situation Appropriate Open inquiry Tone Information Shared dashboard of Support real-time, granular data Required Leadership Traits Coup d'oeil Pitfalls B Helpful Tips Killer Questions Curiosity Empathy to see other points of view Advocating pre-existing positions Anchoring too quickly on one viewpoint Bias for premature action Question assumptions Interact frequently What fresh data would convince us that our assessment is wrong? Make Choices Agree on clear priorities to guide action and resource allocation Respectful argumentation Ongoing monitoring of "hard" and "soft" priorities Decisiveness Enterprise perspective Credibility to make the call Superficial agreement Politicized prioritization Priority proliferation Searching for complete consensus Explicit prioritization Simple rules to prioritize What will we stop doing? Make Things Happen Ensure that people make good promises and deliver Supportive discipline Monitor performance against promises Trustworthiness . Flexible tenacity Ability to inspire others Private promises Passive agreement Meaningless yes Implicit agreements What without why Publicly monitor promises Link promises to priorities What did you promise to do? What have you done? What is hindering you? Make Revisions Sense anomalies and revise key assumptions Dispassionate analysis Variance reporting of key variables to spot anomalies Intellectual humility Respect for other viewpoints Sensitivity to anomalies Blame game Escalating commitment to failed course of action Cognitive biases toward confirming evidence Build in regular reviews Bring in external reviewers What did we expect to happen versus what really happened? Why the difference? What should we change?