Tough Decisions are just that....tough.
Tough to think about,
Tough to weigh on the consequence scale,
Tough to manage in a normal thought process,
And when the tough is finally done with, then comes tough explanations
And these are the ones that are most weighted in a people-management environment
If I say this, they will think that
If I say that, they will think this
If I say not, they will think that and this..
There is no way around it.
The biggest thing about a tough decision is getting the right words for the right people....
That is ideally the 'tough' in it. Because once this is sorted out, then it stops being what it so comes out to seem like. Tough becomes something that is implied. And truly anything tough should only be named after being born! Otherwise naming it 'tough' before experience presupposes unnecessary exaggeration of the name itself!
