Waching daily Nov 27 2017

Liverpool starlet Ben Woodburn has admitted that he needs to be a more versatile player

in order to gain the trust of club manager Jurgen Klopp for the big matches.

The 18-year-old has only featured for the first-team on one occasion this season which

came in a 45-minute cameo in the Carabao Cup defeat at the hands of Leicester City back

in September.

However, the forward has impressed with his performances in the youth-team, contributing

with one goal and three assists in all competitions so far.

The teenager made his breakthrough into the Liverpool first-team last season, where he

managed to make a total of nine senior appearances.

Woodburn scored his first ever goal for the Reds in last season's EFL Cup tie against

Leeds United at Anfield to become the club's youngest ever goalscorer.

Speaking in an interview with the Times, the youngster revealed that he needs adapt to

new positions in order for Klopp to give him more time on the football pitch.

"I just want to show the manager that he can trust me in games," he said.

"Big games.

Try and get as many games on the pitch and hopefully, in a few years or whatever, get

a proper place in the team.

"He likes everyone rotating, different movements.

You can end up anywhere really.

If he can trust you in a few positions you've got more chance of playing."

For more infomation >> Liverpool teenager reveals what is required to earn Jurgen Klopp trust ● News Now - transfer ● #LFC - Duration: 1:51.

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What Is Rita Ora Singing In "Anywhere"? - Duration: 1:09.

Anywhere away with you

???

Yeah, I have no idea what that's supposed

to be.

That's really weird.

Yeah, it's a bit weird.

Oh, yes.

Oh, I do know this.

I hear, "Less thumb."

Sort of like, "fun"?

???

It sounds like she's saying "last time".

???

Okay.

Dee dee dee, that's all I hear.

For more infomation >> What Is Rita Ora Singing In "Anywhere"? - Duration: 1:09.

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Choice Overload: This is Why You Should Limit Your Choices ✓ - Duration: 2:58.

In my decade long management consulting career, I have dealt with 100s of clients from top

multinational organizations.

And amongst those clients, I noticed that most of them would fit in either of the 2

categories.

First type was, the one who would want to make sure he has all the information available

before making a decision and sometimes this process would drag for months or sometimes

even years and the second type was complete opposite.

The 2nd type was someone would make a decision, a very important one in a simple 2 minute

conversation usually even without the facts.

Now, in this episode, I want to talk about knowledge and the consequences of decisions.

Now, both of these types of managers are wrong.

They are not wrong for making a decision in 5 minutes or for the type A in months or years.

The reason why they are wrong is because they don't consider the gravity of the consequence

and the desired outcome.

What do I mean by this?

Let's put this two parameters in a chart and let's see what I mean.

Now as you see from the chart, going past a certain point without a decision is a decision

itself.

You just made a decision not to make a decision.

The problem here is in most industries, it's usually too late and the parameters will change

as time goes by.

Meaning, the more you wait, the more datapoints you need for the changed circumstances.

Yeah Deniz of course.

I know that.

Everybody knows that.

Apparently, not Nokia.

This is one of the reasons why Nokia failed.

In their last shareholder meeting, their CEO said; We didn't do anything wrong, but somehow

we failed".

He was wrong.

He did something wrong.

He made a wrong decision.

The decision to wait until they have more data about the smart phone market was the

wrong decision.

They had the technology and the infrastructure.

But they wanted to make sure that the smartphone market was not a fad.

It was going to stay.

They wanted to collect more datapoints and see the customer approvals of this new technology

before they invested in touch screen.

That's where they did wrong.

So, now in this case, Nokia incurred actual cost, reduction in sales.

But for most of us, we don't manage such huge corporate organizations right?

For us, usually the cost of delaying a decision comes in the form of an opportunity cost.

Should I hire a new team member, a new agency for marketing, a management consultant to

solve a problem, should I launch this new project,…

see the further you delay these decisions, the further it'll take to reap the benefits.

And in most cases, not all, but in most cases the consequence of making a wrong decision

is usually less than not making one.

See you next week!