Decision-making can make or break success in both personal and professional realms, which is why we’ve gathered insights from CEOs and managing directors to sharpen your skills.
EMBRACE THE “10-10-10” RULE
A way to improve decision-making is to embrace the “10-10-10” rule: Ask yourself how a decision will impact you in 10 minutes, 10 months, and 10 years. This technique encourages you to think beyond the immediate outcome and consider both short- and long-term effects. It pushes you to balance quick wins with lasting value, allowing for more thoughtful and strategic choices. Plus, it can spark fresh insights by shifting your focus across different time horizons.
Sergiy Fitsak, Managing Director and Fintech Expert, Softjourn
PAUSE TO REFLECT BEFORE DECIDING
Slowing down and taking the time to consider your options is one simple way to improve your decision-making. In our fast-paced world, we’re constantly pressured to make quick choices, but rushing into decisions without proper deliberation can often lead to poor outcomes.
As someone experienced in making important decisions, I’ve learned that pausing and reflecting before acting is crucial. It’s easy to get caught up in the momentum of a situation and feel the need to make a snap judgment. But taking that extra time to step back, gather more information, and really think through the potential consequences can make a big difference.
I recall a major career decision I faced a few years ago. Rather than going with my gut, I forced myself to slow down. I made a pros-and-cons list, talked it through with trusted contacts, and did informational interviews. Though it took time and effort, I felt confident in the end that I was making the right move for me—and it ended up being one of the best decisions I’ve ever made.
Of course, not every decision requires that level of in-depth analysis. But even in urgent situations, taking a moment to pause, breathe, and consider our options can prevent us from making rash choices we might regret. Good decision-making is a skill that can be developed, and slowing down is the foundation.
I know the concern about missing out on opportunities or falling behind by slowing down. But the benefits of more deliberate decision-making outweigh the potential downsides. While you might occasionally miss a chance, how many times have you regretted a hasty decision? The cost of rushed, impulsive choices can be high, whereas the cost of pausing to consider your options is simply time—an investment that can pay off exponentially.
Additionally, slowing down allows you to see creative solutions or alternatives you might have overlooked otherwise. Your mind has more space to explore different possibilities and identify the best path forward.
There has to be a balance, of course—you don’t want to get stuck in endless analysis. But making a conscious effort to pause, breathe, and reflect before acting, even for a few minutes, can make a big difference. The more you practice this, the easier it will become, and the better your choices will be.
Christopher Salem, Business Executive Coach, Corporate Trainer, and Business Acceleration Strategist, CRS Group Holdings LLC
CLASSIFY DECISIONS AS REVERSIBLE OR IRREVERSIBLE
One simple way I’ve found to improve decision-making is by borrowing a concept from Jeff Bezos: Classify decisions as reversible or irreversible. If it’s a reversible decision, like tweaking a marketing campaign, I give myself the freedom to experiment. But for big, irreversible decisions, I take my time and proceed with caution. This method has helped me balance being flexible when I can and careful when I must.
Amar Ghose, CEO, ZenMaid
REDUCE STRESS TO ENHANCE BRAIN FUNCTION
Reduce your levels of stress to improve decision-making, because stress hormones directly impact brain function. When we’re stressed, we gravitate toward habitual, known ways of thinking, because the brain is keen to save energy, and stress hormones stop new neural connections from being made.
So we literally find it challenging—at the neuronal level—to think creatively when we are stressed. And let’s face it, decision-making today requires creative thinking. Going for a walk, especially in nature, or having a chat with a colleague, or going to the gym, all help reduce stress levels and allow the brain to feel calmer, because stress hormones will take a dip.
Delia McCabe, PhD, Consultant, Lighter Brighter You!
COMPARE OPTIONS WITH PRO-AND-PRO LISTS
Ditch pro-and-con lists! Instead, use pro-and-pro lists when faced with multiple options. Create a column for each option and list only the pros. This method makes it easier to compare your choices by focusing on their benefits. Once you’ve listed the pros, circle the most important ones and evaluate which option offers the greatest value to you.
Intuition also plays a key role. When facts aren’t enough, trust your heart (or your gut, if you prefer) to guide you toward the best decision.
Regina Huber, Transformational Leadership Coach, Speaker, Author, and CEO, Transform Your Performance
LISTEN TO YOUR TEAM’S IDEAS
As a crane-hire company, we often have to troubleshoot problems quickly. A client may ask us to move a large object from point A to point B, but there will be a myriad of ways to achieve this. Our job is to decide on the safest, most efficient, and most cost-effective way. I’ve found that decision-making becomes easier when you listen to your team’s ideas first. No matter their level of experience, I listen to my colleagues and assess which solution will be the most effective. This takes a degree of humility—but it helps me make the wisest decision possible. There’s wisdom in a crowd.
Ben Holliday, Managing Director, Fortis Heavy Lift Group
KNOW YOUR BUSINESS NUMBERS
Many business owners and senior management make decisions in three ways. They do not have the right financial information, either historic or forecast, and hope their decision is right. It is instinctive and based on “gut feel,” with a large element of hope. Or, they feel they have no alternative and do it anyway, again running blind. They actually fail to make a decision because of the uncertainty and not having the right information.
This is easily changed by having the right information and knowing the numbers in the business.
What does that mean?
By having the right financial information that tells them: 1. Where they are—real-time management accounts, key performance indicators, and variance analysis. 2. Where they have been—prior-year management accounts and year-end accounts. 3. Where they are going—the real key to decision-making is knowing financial forecasts and funding requirements.
This is not difficult and should be in place for all businesses.
As a business owner and/or senior manager, you must know your numbers; if you don’t know your numbers, you don’t know your business.
Craig Alexander Rattray, Growth Strategist, Know Your Numbers
TRUST YOUR OWN DECISION-MAKING INSTINCTS
Stop asking for opinions and learn to trust yourself! I know that in most cases this is easier said than done, but it truly changes everything. When you rely on everyone else’s input, you end up drowning yourself out and losing sight of your instincts. Worse, when things go wrong, you’re stuck thinking, “That wasn’t even the decision I would’ve made!”
Here’s the truth: Most of us can make even the most significant decisions in just 30 minutes because we already know exactly what we need to do. We just have to trust ourselves. In fact, the decisions I make quickly and instinctively are often better than the ones I spend three days second-guessing myself over. That extra time isn’t clarity—it’s doubt.
Carey Bentley, CEO, Lifehack Method
ALIGN CHOICES WITH CORE VALUES
The simplest way to make decisions more quickly and confidently is simply by asking yourself: Which option aligns most with my or my company’s values?
Using your values as a decision-making filter can save you countless hours of analyzing, asking for other people’s opinions, and feeling indecisive or anxious.
Hopefully, your company has clear values that you know and understand. Explaining your decisions through this lens will also help you stand out as an intentional, strategic leader.
Knowing your own personal values as a leader may be a new concept to most people. To discover yours, I always recommend starting with listing your top 10 priorities in your life (people, health, work, activities, hobbies, passions, etc.). Then ask yourself, what is the value of each priority, or what is it that you are getting from this that is most important to you? Then narrow it down to the top three themes or value words. These answers will help you find your core three values.
Brittany Canaski, Leadership Coach and Trainer, Hello Velocity
QUESTION YOUR ASSUMPTIONS
I’ve learned that one effective way to improve decision-making is to regularly question my own assumptions. Before making a final decision, I take a moment to consider the opposite viewpoint or potential flaws in my logic. This practice forces me to think critically and ensures my choices are based on a well-rounded perspective, not just initial instincts. It’s a habit that has helped me tackle complex computing challenges more effectively and make more informed, confident decisions in my role.
Ruth Jennifer Cruz, Product Manager, Wolf King USA
MAKE DATA-DRIVEN DECISIONS
A key lesson I’ve learned is to make data-driven decisions. Early on, I relied too heavily on instinct and ended up wasting time and resources by pursuing avenues that didn’t pan out. Now, my team and I make it a point to analyze metrics and key performance indicators before making any big choices.
For example, when determining how to improve sales, we dug into our customer relationship management data to uncover trends. We found that follow-up emails sent within an hour of a product demo had a 50% higher chance of leading to a sale. Based on this, we restructured our sales process to prioritize faster follow-ups. This small, data-driven tweak ended up boosting our sales by over 30% in a single quarter.
In another case, we saw that visitors from a particular marketing channel had high bounce rates and low conversion numbers. The channel seemed promising, so we were tempted to double down on our efforts. However, the data clearly showed it wasn’t cost-effective. We cut our budget for that channel in half and reinvested in higher-performing areas. This optimization saved us over $200,000 in wasted marketing spend.
Relying on facts over feelings is the key to making solid choices, especially in business. Collecting and analyzing data helps give you the full, unbiased picture so you can confidently determine the right path forward. For any company looking to improve decision-making, I highly recommend investing in tools that provide data-driven insights. The ROI can be huge.
Chase Mckee, Founder and CEO, Rocket Alumni Solutions
INCORPORATE REGULAR FEEDBACK LOOPS
Have regular feedback loops in your process. This means actively seeking input from colleagues, clients, or other stakeholders who have relevant insights.
For example, before finalizing a major lending decision, I often consult with my team and key clients to gather their perspectives. This feedback can reveal nuances or potential pitfalls that I might have overlooked. It also ensures that the decision aligns with broader perspectives and not just my own view.
In practice, this might involve setting up brief review meetings where stakeholders can share their thoughts or using anonymous surveys to gather honest opinions. By integrating this kind of feedback regularly, you create a more comprehensive view of the situation and make more balanced decisions.
This approach not only enhances the quality of the decisions but also fosters collaboration and buy-in from your team or clients. It’s a practical way to leverage collective wisdom and ensure that your decisions are well-rounded and informed by diverse viewpoints.
Gary Hemming, Commercial Lending Director, ABC Finance Limited
NAVIGATE UNCERTAINTY WITH FLEXIBILITY
In our data-driven world, we often believe that more information leads to better decisions. However, the pursuit of certainty can lead to analysis paralysis and delayed action. Instead, I’ve found that acknowledging and navigating uncertainty is the key to agile, effective decision-making.
Here are three strategies I use to make better decisions by embracing uncertainty. Set clear priorities: Clarify your objectives up front to avoid getting lost in the weeds. When faced with a complex decision, ask yourself: “What matters most?” This helps you focus on the essential factors, even when dealing with incomplete information. Take small, reversible steps: Break big decisions into smaller, low-risk actions. This allows you to gather real-world feedback and adjust your course without overcommitting. Treat decisions as experiments and learn from both successes and failures. Cultivate a growth mindset: Embrace uncertainty as an opportunity to learn and grow. Instead of striving for perfection, aim for continuous improvement. Regularly reflect on your decision-making process and look for ways to refine your approach over time.
By shifting your mindset to navigate uncertainty with curiosity and flexibility, you can make faster, more adaptable decisions in an ever-changing world.
Brogan Renshaw, Managing Director, Firewire Digital
REDUCE COGNITIVE BIASES
Focus on reducing cognitive biases. Cognitive biases are mental shortcuts that can lead to flawed reasoning and poor decisions. By becoming more aware of these biases and actively working to counteract them, you can make more objective and rational choices.
Start by recognizing common biases like confirmation bias, where you tend to seek out information that supports your preexisting beliefs, or anchoring bias, where you rely too heavily on the first piece of information you receive. To counter these, consciously challenge your assumptions and consider alternative viewpoints. Ask yourself, “Am I only focusing on information that confirms what I already think?” or “Have I fully explored all the relevant data?”
Another approach is to seek diverse perspectives. When faced with a decision, consult with others who have different experiences or viewpoints. This can provide new insights and help you see the situation from angles you might have missed on your own.
Finally, consider using decision-making frameworks, such as pros-and-cons lists or decision trees. These tools can help you structure your thinking and ensure that you’re considering all relevant factors before making a choice. By being mindful of biases and using structured approaches, you can improve the quality of your decisions.
Joshua Schirard, Director, Byrna
SEEK OUT DISSENTING OPINIONS
In my experience, one of the simplest ways to improve your decision-making is to seek out dissenting opinions. Surround yourself with people who think differently than you and are willing to challenge your assumptions and beliefs. Making good decisions requires considering all sides of an issue, not just the ones that confirm what you already believe. Dissenting voices force you to reconsider your positions, identify potential flaws in your thinking, and make better choices.
For example, early in my career as a CEO, I had to make a critical decision about whether to invest heavily in developing an unproven new technology. My initial instinct was to go for it, but dissenting views from colleagues made me reconsider. By listening to their concerns, I identified risks I hadn’t fully considered. We ended up modifying our plans to incorporate more testing before a full rollout. That decision saved us from potentially disastrous consequences down the line. Dissenting opinions made all the difference.
Dan Christensen, Owner, CEO, and Founder, DJC Law
CONSIDER PERSPECTIVES OF ADMIRED LEADERS
Ask “What would X do?” where X is a businessperson or leader you admire. For me, it’s about stepping outside of my own perspective and thinking about how a trusted mentor or successful leader might approach the decision. This shift in viewpoint often clears up confusion and helps me make more grounded choices.
Callum Laing, Founder, Veblen Director Program
SET CLEAR DECISION-MAKING DEADLINES
Setting up clear time constraints for making decisions can improve efficiency and prevent overthinking. In a fast-paced business environment, prolonged deliberation can lead to missed opportunities. Establishing deadlines helps in maintaining momentum while encouraging the director to weigh the most important factors without becoming bogged down by unnecessary details. A balance between careful consideration and timely action ensures that decisions are made both thoughtfully and in a way that keeps the business agile.
Oliver Aleksejuk, Managing Director, Techcare
ELIMINATE REPETITIVE DAILY DECISIONS
One simple way I’ve found to improve my decision-making is by eliminating repetitive decisions from my day-to-day life. It’s easy to get overwhelmed by all the small choices we face daily, and research shows that this leads to decision fatigue, where the quality of our decisions deteriorates throughout the day. By automating or simplifying these smaller choices, I can save my mental energy for more important decisions.
For example, I use meal prepping to avoid the daily “What’s for dinner?” dilemma. I plan and cook my meals once a week, so I don’t have to think about it every evening. I also wear a capsule wardrobe—a limited set of clothes that mix and match easily. It might seem trivial, but not having to decide what to wear every morning frees up mental space for work-related decisions.
By eliminating these smaller choices, I can focus my mental energy on more important decisions and improve the overall quality of my thinking.
Ismeria Montaquila, COO, MailMaestro
GENERATE MULTIPLE OPTIONS BEFORE CHOOSING
The number-one way to improve your decision-making is to dedicate the time, space, and mindset to generating more possible options prior to choosing the best solution. Strong decision-making requires both divergent thinking (exploring and generating a wide range of ideas and possibilities without any judgment or criticism) and convergent thinking (a systematic process of selecting, evaluating, and refining the most promising ideas into a solution).
Far too often, we go straight to the analysis stage without generating enough creative options—and the quality of our decisions suffers. This has been supported by research like Paul Nutt’s 1993 study, which found that organizational decisions were far more likely to be considered successful when more than two options were considered.
If you want to make better decisions, allow for a creative, judgment-free brainstorming process first to make sure you’re considering the best possible options.
Kristen Brun Sharkey, Founder and CEO, Emboldify
Featured connects subject-matter experts with top publishers to increase their exposure and create quality, ready-to-publish Q&A content.
