The leader must be especially careful regarding the counsel he gets from his best team members. We tend to trust the judgment of our best team members. And herein lies the danger: a man’s counsel is only as good as the information or the warrants that support it.
And while a leader may carefully discern the counsel of a weaker team member, he may be less cautious with the counsel of a strong one. Thus it becomes important when listening to such counsel, to test and to probe the underlying data and warrants. It is assumptions which trap us.
