President Barack Obama, How I Approach the Toughest Decisions‘:
But the point is, in just a few short weeks on the job, I had already realized that because every tough decision came down to a probability, then certainty was an impossibility — which could leave me encumbered by the sense that I could never get it quite right. So rather than let myself get paralyzed in the quest for a perfect solution, or succumb to the temptation to just go with my gut every time, I created a sound decision-making process — one where I really listened to the experts, followed the facts, considered my goals and weighed all of that against my principles. Then, no matter how things turned out, I would at least know I had done my level best with the information in front of me.
Of course, that only works if you listen — really listen — to others. For me, that meant asking everybody in a meeting what they thought about the problem at hand. I’d call on folks in the back row, including the most junior staffer. That required people to come prepared to share their views.
Imagine being that junior staffer, in the back of the room, and President Obama asks your opinion.