Decisiveness

Strengths

• Reduces the risk of costly errors and overlooked details
• Ensures that multiple perspectives and data points are considered
• Provides a sense of thoroughness and intellectual rigour
• Prevents “knee-jerk” reactions to temporary market fluctuations

Liabilities

• Can lead to “Analysis Paralysis” where no action is taken
• May miss critical “first-mover” advantages in fast markets
• Can frustrate teams who feel stuck in a state of limbo
• Risk of over-complicating simple choices with too much data

Development tips if you lean left

• Use the “70% Rule”: make a call when you have 70% of the information.
• Set “decision deadlines” for yourself and communicate them to the team.
• Differentiate between “reversible” and “irreversible” decisions.
• Practice making small, low-stakes decisions quickly to build the muscle.
• Identify the “cost of inaction”, what do we lose by waiting?
• Limit the number of stakeholders you consult for non-critical calls.
• Accept that no decision is 100% risk-free.
• Focus on “good enough” rather than “perfect” for tactical tasks.

Strengths

• Maintains high organisational momentum and energy
• Provides clear direction during times of crisis or ambiguity
• Capitalises on opportunities before they disappear
• Reduces team anxiety by ending periods of uncertainty quickly

Liabilities

• Higher risk of making “avoidable” mistakes due to speed
• May alienate stakeholders by appearing to bypass consultation
• Can create a culture of “firefighting” if decisions are constantly reversed
• Might overlook the complex, long-term consequences of a quick fix

Development tips if you lean right

• For high-stakes calls, intentionally sleep on it before announcing.
• Ask, “What is the one piece of data that could change my mind?”
• Check in with a “deliberate” peer to see what blind spots you’ve missed.
• Slow down when the decision is “hard to reverse” (e.g., hiring/firing).
• Define the criteria for a “good decision” before you start deciding.
• Explicitly ask for dissenting views before the final “Yes.”
• Reflect on past “quick” decisions. What was the true success rate?
• Ensure the team has the capacity to execute before you pull the trigger.

If you lean toward deliberate, you may:

• Say “I need to think about that” or “Let’s gather more data”
• Value the process of discovery as much as the outcome
• Worry about the “what ifs” and potential downsides
• Prefer consensus or deep consultation before acting

If you lean toward decisive, you may:

• Say “let’s go with Option A and pivot if we need to”
• Value speed and “bias to action” above all else
• Feel energised by making tough calls under pressure
• View “waiting” as a greater risk than “being wrong”

Decisiveness helps when:

• A crisis requires immediate, “command and control” leadership
• The cost of delay is higher than the cost of a mistake
• The path forward is “good enough” and the team needs to move
• Innovation requires rapid “fail fast” experimentation

Decisiveness hurts when:

• A complex, systemic problem is treated with a “quick fix”
• Key stakeholders feel excluded and withdraw their support
• The leader gains a reputation for being “impulsive” or erratic
• The organisation lacks the resources to keep up with the leader’s pace