Controlling nuclear weapons can involve complex challenges that require quick decisions, and they better be the right ones, because the consequences can be a bit more serious than failing to meet your quarterly sales goals. As a commander, you often need to make a decision quickly, but at the same time, you do not want to ignore the knowledge and skills of others on your team. The Two-Objection Policy strikes an effective balance, and you should consider having something similar in your box of leadership tools.
It works like this: as a commander I am responsible for making decisions, but I have a deputy commander who is supposed to stop me if I am going down the wrong path (think of this person as the Mister Spock to my Captain Kirk). When I was assigned new deputy commanders, I would tell them:
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