Like The Movie " A Few Good Men"? Here Are 99 Ideas About How Leaders Can Make Difficult Decisions

A movie like A Few Good Men may give the impression that making difficult decisions is easy for leaders, but we know it isn't...

A movie like A Few Good Men may portray making difficult decisions as easy, but we know it isn't. Here are 99 ideas for how leaders can make difficult decisions.

Plan Ahead

Plan ahead. I’ve found it’s best to have a strategy in place before a problem comes up. When you identify an issue, you should already have a goal in mind for where you want to be when the crisis or situation is over.

Focus on people. That was my biggest takeaway from 2020 and 2021. The issue our business had to confront was figuring out the mindset of the corporate staff and the franchisees. Our main objective was to keep them positive while also making it comfortable for them to come into work on every day. We thought about the people first. During any crisis, you need to talk to everyone in your organization. We needed to talk to the people in the corporate office to make sure their heads were in the right space.

Communicate. Staying in constant communication with staff at headquarters as well as franchise owners has been key for us when facing tough decisions. We focus on continually boosting our communications across all platforms, from emails to video meetings. During COVID-19, this was critical. By doing this, we are able to keep our employees and franchise owners focused on the future and our continued growth. - Charles Bonfiglio

Communicate

1 . Understand your decision-making process in specific detail.

2 . Use data to validate the decisions you’re about to make.

3 . Communicate your logic to the people around you.

4 . Remain calm in the face of uncertainty and give yourself time to think.

5 . Own the outcomes you produce. - Oliver Shaw

Stay Focused

Mastering the art of making difficult decisions is a skill that develops over time. There are no instructions on how to do it. The best way to learn is through trial and error. Here are some rules to make the process more efficient!

Making quick decisions is a valuable skill for any business leader to possess. In many cases, speed is of the essence, as the decision-making process can impact the organization’s operations. Some executives tend to overanalyze, causing delays that could result in missed opportunities. Although it’s crucial to avoid hasty decisions that could lead to adverse outcomes, quick and decisive decision-making allows an organization to function at its best.

In today’s fast-paced business environment, speed is more important than ever. The world around us is constantly changing, and competition is fiercer daily. Staying ahead of the competition is critical to making timely and informed decisions. Time is a non-renewable resource, and wasting it can have severe consequences for the company and its stakeholders. Therefore, business leaders must be able to make quick decisions while considering all the available information to drive their organizations forward.

Another critical factor in decision-making is to avoid making choices based solely on emotions. It’s essential to turn off emotional reflection when making decisions and not allow yourself to decide “with your heart.” Emotional decisions can be too subjective and have dire consequences, which can lead to regretting impulsive choices. Instead, try to take a step back, analyze the situation objectively, and consider all the available information. By doing so, you can make a more rational and informed decision, increasing the chances of success for your business.

To excel at decision-making, courage is fundamental. Stay focused on pivotal moments; a new and fruitful phase often begins after these turning points. Take note of your decision-making process and the logic you employ. Understanding your approach will enable you to refine your weaknesses and make even the most difficult decisions productive.

It’s important to remember that everyone, especially entrepreneurs, makes hundreds of important decisions throughout their lifetime. Difficult choices are a part of the journey, but they are not the end of the world. Instead of letting fear and worry consume you, focus on the results of your actions. Make decision-making a routine part of your work rather than waiting for an emergency.

Lastly, feel free to start a business in undiscovered niches. I experienced this firsthand when I saw the potential for early-stage technology companies in Latvia, and despite facing skepticism, it eventually became a leading country in supporting such companies. Similarly, in space technology, there may be a lack of entrepreneurial experience, but there are always experts you can turn to for advice.

These lessons have taught me the importance of adaptability, trusting your intuition, making tough decisions, seeking advice from unconventional sources, and taking risks in undiscovered niches. - Alex Pospekhov

Be A Strategist

Sincerely understand every participant of a situation and check all possible compromises looking for an option that supports everyone’s interests — don’t make rash decisions. I just described a case like that above.

Work with resistance using ‘non-violent communication’ tools. Again, everything comes back to the need to understand all sides of the process and not being a flake. A founder’s task is being a visionary and leading people forward. Our psyche gets naturally uncomfortable with any changes, but not all of them won’t be useful. I’d even say there aren’t many changes that won’t be useful, because progress is always growth! But progress through discipline, not abuse. When we introduced team restructuring, I felt some confusion on the team’s part. It was important to explain in detail that this is necessary for stronger results and for us to work as a well-oiled machine — there are more people, and I want everyone to feel in their place without trying to play the roles of everyone else in turn. If I just confronted the team with this choice without asking their opinion — I don’t think it would’ve been a success!

Having given this time and attention, listen to the true needs of others. Using one of the methods of ‘non-violent communication’ from Rosenberg and asking deep sincere questions, you can feel a person’s real need. For example, if an employee comes with a request for a raise, they may not realize it — but right now they’re not feeling recognition, praise, a sign that they’re doing everything right and growing fast. Sometimes you may be asked for a new position — in the process of an attentive dialogue, you may notice they’re anxious about an uncertainty in life in general and are trying to compensate for this with more responsibility at work. All this can only be checked in a safe space environment. The main thing is that you’re not doing this to deny a person help or convince them, but to provide help with more care and awareness.

Be a strategist. When I talk about retaining key goals in your head while choosing every step, this is what I mean. For example, as I keep repeating, the first priority is the team. Accordingly, the goal may sound like this: ‘the team is always in resource’. A client comes to me: big, well-known, but unethical, rude and without respect for anyone from the get-go. From the point of view of the ‘team in resource’ goal, it seems to be okay to take this client because this is a very large contract that covers a lot of bonuses and bonuses that I would like to award every month. However, the resource is always primarily emotional (without it there will be no rest). Realizing that the team will quickly burn out from communicating with this person, I easily and quickly refuse their request. It’s not worth it — and incoming customers with healthy communication principles were always out there and always will be.

Take responsibility the right way. There are two extremes: blaming circumstances for everything, or taking responsibility for everything happening in 360. I used to live the second way — now I strive towards the golden middle. You can take responsibility for your choices, but don’t take responsibility for the actions and reactions of another person, please. What’s the responsibility of the founder? Legal and team performance — to the client, financial and supportive, developmental and educational — to the team. But the way others act on their part they choose themselves — learn to respect these boundaries. - Anastasia Veremyova

Care For Others

Express humility and compassion in an authentic and candid way.

Demonstrate self-awareness. When we demonstrate self-awareness, we show that we show mindfulness or conscious knowledge of our true character, feelings, motives and desires. This helps us approach situations with others by knowing why we act the way we do and help frame how we act towards others.

Care for others. No matter what external events are shaping the world, we need to care for others — at work, in the community and in our personal lives. This is especially true in difficult times.

Instill trust. Leading and acting with grace and empathy in an intentional and forthcoming way helps build trust. Those you are leading or influencing must know that you have put yourself in their shoes, and you are guiding them in the right direction.

Communicate effectively. Candor is always best. How you deliver the candor can vary, but coming from a point of authenticity and clarity helps others understand what you intend to do and what you expect from them. - David Roberts

Take time

1 . Know more. Get more data.

2 . Reach out to as many people as you can. Discuss the decision with as many smart people as possible — whether they know your business or not.

3 . Take time. Be patient with difficult decisions.

4 . Play the long game. Sometimes you have to play the long game compared to the short game. This approach means taking calls that reduce conversions in the short run but will keep your users happy. This path can build more trust in and protect your brand. Sometimes, it’s easy to make outlandish offers just to get more people to subscribe and use your product. However, in doing this, some people could be disappointed. Dial a little more toward the long game, and, yes, the immediate conversion may be lower, but in the long run, you’ll gain the trust of your users. This isn’t an easy decision because our focus tends to be daily and short-term. - Jaideep Singh

Own Personal Judgement

Notice your instinctual reaction.

Make your own personal judgment.

Listen to someone with an alternative perspective.

Weigh out the pros and cons of each option.

Remain thoughtful while making a decision. - Joe Galvin

Take Ownership

1 . Know your decision making process.

For me, that looks like taking time to listen to my intuition first. What is my gut telling me I should do. Then, I will work through it logically. Look at it from different point of views, what are the short-term and long-term implications. I then go and compare my instincts with my discernment and if they are on the same page I move forward, if not then I go and find where there is a difference and get clear around that issue before deciding.

2 . Know who is involved in the process.

Do you make decisions on your own? Do you have mentors that you talk through big decisions with, when do you bring them into the process, and what kind of guidance are you looking for? Who on your team needs to be involved and when?

I typically like to take time by myself to think through decisions before reaching out for guidance. A skill I have learned that has served me well, is to not to just communicate what decision I need to make, but what I want them to help with. Do I need different perspectives on the decision, do I need them to play devil’s advocate and challenge me, or do I need them as a sounding board to talk it through. I already know how I feel about the decision before getting another perspective and get better feedback when I am clear on what I am looking for from them.

3 . Make room for errors.

Letting go of the expectation that every decision will be perfect. Reframing it as doing your best to make a decision with the information that you have. I have numerous examples of times looking back I wish I would have made a different decision, but when I have a similar decision come up, I am always so grateful for the lessons that I learned the first time and sometimes it has been those lessons that ended up saving me a lot of time or money.

4 . Communicate your decisions.

Letting people know what is happening and the implications that will come from that decision. When people feel like they are included and can be heard, not only will it help strengthen the team, but create an environment of openness.

5 . Take ownership

Take ownership of the good and the bad. A leader is someone who can accept the praise of making good decisions, but also the accountability of decisions that did not turn out. No one expects anyone to be perfect, we are all human, but leaders inspire confidence when they know how to take responsibility. - Rhysa Sisco

Stay Accountable

Listen: Leaders must listen and be open to understanding and assessing the situation from an unbiased standpoint. Discovery is key. I cannot tell you how many times listening to different versions of the same issue has uncovered what really needs to be addressed. For example, we once had a situation with a staff member where projects were not being run properly. After a few conversations, I learned that it wasn’t their error or the client’s; it was the project manager’s. We were able to successfully and constructively resolve the situation because we found the true source of the issue.

Analyze: Model out various scenarios and respective outcomes plus their repercussions. In the example above, if we hadn’t found the true source of the issue, it would have resulted in requesting a change order for the client and that would have caused them great frustration. Instead of being faced with damage control, we were able to focus on excellence control internally — we dissected where the process broke down, optimized it and trained the team on the improved protocol. We also had to examine what the repercussions would be if we were unable to correct the issue and the actions continued.

Act: A leader must be decisive in a timely manner. The scenario discussed above resulted in us making the impossibly difficult decision to let the project manager go after repeated attempts to correct the situation. The accountability was not there. And, as leaders it’s our responsibility to the entire staff to ensure we’re optimum stewards of our resources. It’s also our responsibility to move obstacles out of the way, allowing everyone to thrive and deliver superior work to the client.

Be clear: This one is really important. Vague or inconsistent direction will only confuse and frustrate your staff. Always be clear on your intentions and follow through with clear direction and actionable next steps. In this example, right after we let go of the project manager, we communicated transparently with the staff and provided them the opportunity to discuss concerns directly with us.

Be and stay accountable: Remember, a leader is always responsible for decisions and implications. It starts and stops with you. Once we let our project manager go, it was a member of the leadership team who jumped into the weeds and steered the project from there out. We also saw through transition-related pain points with the client and teammates who had directly reported to this person. - Carolina Weidler

Don’t Fear Mistakes

1 . Seek input from different points of view. If you’re working in an echo chamber, you’ll only receive validation rather than impactful, diverse feedback.

2 . Keep the end goal in sight. If you only use the short-term or the immediate future as your foundation for decision making, you’re not setting yourself up for long-term success.

3 . Draw from past experiences. A bit of self-reflection is crucial when making any important decision. Ask yourself: Have I been in a similar situation before? What decision did I make back then, and should I have done something differently? Some self-confidence helps, too — remember that you’ve gotten this far, so trust your past experiences to guide you forward.

4 . Take responsibility and don’t put off difficult decisions too long. Certainly take an appropriate amount of time to thoughtfully weigh your options. But don’t kick the can down the road too far. As a leader, remember that your team is counting on you alone to make this decision. Pushing it off for too long isn’t helping anyone. You ultimately have to act in whatever way you feel is best for your team and your vision.

5 . Don’t fear mistakes too much — you can always course correct. Remember that if you regret a decision, that means you now have the opportunity to learn, improve, and even change course. Pause, reflect, then dive back in with more determination than ever. - Aaron Rudenstine

Gather Information

Leadership often requires making tough decisions, but there are ways to ensure we make the best choices. First, we must establish a decision-making process. Before you engage in any decision-making process, you first need to decide how you will decide!

For example, you can choose between consultative, consensus-based, or collaborative decision-making. Consultative decision-making involves gathering information from others but making the final decision yourself. Consensus-based decision-making is when everyone involved can access information, provide input, and vote on the final choice with the majority rule. Collaborative decision-making ensures everyone contributes to the decision-making process and there is complete agreement on the final decision.

Each process has its advantages and disadvantages. For example, consultative decision-making can be faster, but your personal bias may play too big a role. Consensus-based decision-making can feel more inclusive, but not everyone may agree with the decision.

Collaborative decision-making takes longer, but decisions made through this process are in the best interest of all parties involved and have a better chance of success.

It’s important to communicate this decision-making process to everyone involved and affected by the decision.

Here are the top 5 things leaders should keep in mind when making a difficult decision:

Be clear on your values: Your values should be used as a tool to make difficult decisions. Make sure you are clear on your core values and compare the choices to see how much they align with them. Values-based decisions, although challenging at times, are more enduring.

Gather information: When faced with a decision, it’s crucial to gather as much relevant information as possible before you decide. You can do this by researching, seeking input from your team members, consulting with subject matter experts, or reviewing relevant data or reports.

A complete and accurate understanding of the situation can help you make an informed decision. However, it’s important to remember that you may not have all the information you want before making a difficult decision. But that’s okay because sometimes you just have to move forward with a decision to figure out the next steps.

So, take the time to gather all the information you can, and then make the best decision you can based on what you have. Remember, making a decision is better than not making one at all.

3. Don’t stop at the first right answer: Leaders should consider various alternatives when making a difficult decision. This may involve brainstorming with the team, soliciting expert input, or reviewing past experiences to identify potential solutions. By considering a range of alternatives, you can be confident that you are selecting the best possible option.

4. Weigh the impact on others: When making a difficult decision, consider your decision’s effect on others — considering the potential consequences for team members, stakeholders, or the broader organization. Better yet, include as many people as possible who either have a stake or may be impacted by the decision. By taking a holistic approach and considering the perspectives of others, you can make a decision that is in the best interests of the team and the organization.

5. Communicate the decision clearly: Once it is made, communicate it clearly and transparently. It’s helpful to explain the rationale behind the decision and outline the steps required to execute it. Create an opportunity to address concerns or questions that team members may have. Communicating the decision ensures that team members understand and feel confident in its implications.

These 5 things REALLY matter…

We recently learned a valuable lesson about the importance of making difficult decisions while considering everyone involved. As a company, we highly value our strategic partnerships, treat our partners like team members, and strive for open communication, collaborative decision-making, and a balance between profit and impact.

Unfortunately, one of our strategic partners recently made a decision that had an immediate negative impact on our business. The decision was based solely on financial gain, and they didn’t involve us in the decision-making process, which was against our values.

Our strategic partner made a decision in isolation, without considering the impact on others or seeking our input. The sudden change caused confusion and frustration for our clients and us. Suppose they had consulted those of us directly impacted by the decision. If they had, they could have proceeded more collaboratively, and we could have provided valuable feedback and impact analysis to support the execution of the decision.

We believe in including our partners in the decision-making process to encourage collaboration and bring in new perspectives. The decision made by our strategic partner needed to be more inclusive and consultative, and it has damaged our trust in them.

While it is their right to make decisions, building long-term strategic partnerships requires gathering more information and considering the impact on all parties involved. This experience reminded us of the importance of making difficult decisions while considering the interests of all parties, maintaining open communication, and employing collaborative decision-making processes.

Making difficult decisions is difficult, but you are the leader; it’s part of the deal! By following these steps, you can make tough decisions with confidence and ensure that your decisions are in the best interests of those who will experience impact from the decision. Remember, gathering information, considering alternatives, weighing the pros and cons, considering the impact on others, and communicating the decision make a positive impact. - Kathleen Seeley

Take A Break

1 . To listen to the opinions of people whom you consider competent on the given matter. It’s better to do this not on the day of decision-making, but the day before, so that overnight, thoughts can be formed and developed into a unified picture.

2 . On the day of making a decision, have a cup of coffee (or another favorite drink). This will immerse you in a state of focused attention. There is a coffee machine in every office, so it is not difficult or time-consuming to do this.

3 . Talk to a pleasant person about a different topic to relieve the tension from the burden of a future decision.

4 . Take a break from the world in a quiet room with a picturesque view from the window. It’s great if it’s during sunrise, but then it’s not guaranteed that a pleasant person will be nearby in the office.

5 . Making a decision while being aware that its possible consequences will not become problems, but rather new tasks that we will definitely be able to handle. - Alesia Karnaukhova

Be Human

1 . Speed and quickness.

You have to deliver as quickly as possible. Once you have 60/65% of the necessary information, execute. Minimize risk — the risk of lawsuits, all employees walking out, managers walking out. Weigh them, but weigh them quickly. It’ll be a bad day when you do it, but each day after gets better and better. Seeing leaders take too long affects morale.

2 . Information — getting as much as possible.

Once you have the information you need, 60/65% of it, you need to do things quickly. You’re going to have pressure from ownership and pressure from your team. Be honest when making these decisions. I’m going to eliminate certain positions, streamline the process. Maybe we want a park to run on four key positions, instead of the usual six. Pain is short, like ripping off a bandaid. It may hurt and sting a bit, but we will move forward. You have to get as much information on this as possible — for example: Are there legal issues? Consider these and make your decision.

3 . Know underlying impacts for the decision you’re making.

I had to let people go during uncertain times of pandemic, but also had to keep business afloat. When we do reopen, I’ll have to hire new people. Let people go, because you can’t keep them forever or your company may not sustain.

4 . Be human.

Smile when you can, and understand and empathize with others. Be human. We all have bad days, weeks, years! But understand what the other person is feeling. It’s important to be honest along the way — maybe the economy isn’t doing well or numbers aren’t looking great. This helps people to know what’s going on and understand more. Try to understand what this decision will do to someone’s livelihood and family. Empathize and lessen the blow because you’re human. As the person delivering the bad news, you want to get it over with, but you have to deliver it as a person. You can smile and the other person can be upset, but it will subside if you’ve been honest up to this point. I’ve noticed if I talk about bad situations as they evolve then when it gets to a point where I need to eliminate positions, I know I’ve been honest and human toward them. Maybe pay benefits up until a certain time, provide severance, etc. There are things you can do to be human.

5 . Be inclusive of others when making decisions.

Collecting information with other department heads, managers, attorneys. Pull in all of the best information possible when making a decision. Understand that if you make a bad decision, you can course correct. Take as much information and be as inclusive as possible. I know when I need to make layoffs, close a park, etc., that I need to include the right people to assist me in making these decisions. Ask questions — you don’t need to tell people why you’re asking, but do your research. Include as many people as possible to get the best outcome possible. You are seeking input on how other people feel about this. - Tim Murphy

Confidence To Believe

1: Understand the decisions and their implications in totality. Look at it from every angle.

2: Clarify a clear point of view.

3: Have the confidence to believe in and follow through on that point of view.

4: Communicate it in ways everybody can understand and get behind.

5: Keep people abreast of the progress towards the decision and the implications which will follow. Don’t hold them in the dark. Let them be part of that journey and bring them along with you. - Ben Gallagher

Take Action

1 . Define the Problem — Before acting, it’s essential to understand what problem needs to be solved and be clear about what success looks like. This means looking at all relevant facts and details to identify any potential stumbling blocks or hidden issues that could impact a solution. In the case of the wedding that I previously mentioned, this was as simple as explaining to the team that we were going to convert the dirt lot into an organized, functioning kitchen using all available equipment. We also needed to consider the flow of operations, and what everyone’s role for maximum efficiency, and all sanitation protocols to ensure food safety. With a plan in place and effective communication, the rest was nothing more than execution.

2 . Gather Input — Once the problem has been identified, it’s important for leaders to seek input from stakeholders who can provide insight into potential solutions. This ensures that all perspectives are considered when making decisions and helps reduce bias by providing an unbiased opinion from outside sources. I am a big fan of gathering input, especially from the team members who are executing the task at hand. I may have a plan in mind, but often times someone will have a fresh insight or flat-out better idea to solve the problem. If we keep our ears open, we can learn something from every single person around us every day, and in turn your team will feel important and fulfilled.

3 . Analyze Options — When faced with multiple solutions, leaders need to evaluate each option carefully in order to determine which one offers the greatest benefit with minimal risk of failure or negative impacts on other areas. To make this evaluation easier, consider breaking down each option into components such as cost/benefit analysis or pros vs cons lists before deciding upon a course of action.

4 . Make A Decision & Take Action — After considering all possibilities and gathering feedback from key stakeholders, leaders must move forward with confidence while staying alert for any new information that may arise during implementation. Furthermore, they must also have the courage and conviction stand by their initial decision even if their plan fails initially; revisions may be necessary but abandoning ship too soon could lead worse outcomes than if they had just stuck with their original choice despite difficulties along the way. In a professional kitchen, one must be confident with decisions and flexible at the same time. The most effective cooks and chefs are those that can roll with the punches and adjust along the way, while never compromising consistency in the product being served. This is where there is no substitute for excellent training and experience.

5 . Monitor Progress & Adjust As Needed — Monitoring progress allows for changes and improvements throughout execution so unsuccessful elements can be addressed quickly before further damage is done. Being able stay ahead of corrections shows initiative instead of waiting until after things turn sour before attempting recovery efforts which can often result in lost time/resources due to wasting energy on something that was already broken beyond repair. This is where a leaders personal involvement and on-the-spot coaching is imperative. - Chef Ron Stewart

Lead by Example

Gather and Analyze Information: At The Designers Group, I prioritize one-on-one and group conversations with all team members to gather and analyze information on every project. This approach ensures that I have access to all relevant details from the ground level to the top, allowing me to make informed changes and develop effective strategies to tackle any challenges.

Consider Multiple Perspectives: This approach not only benefits The Designers Group but also has resulted in exceptional work in our field and opportunities for growth. To broaden our perspective on a global scale, we formed the ‘TDG Virtual Team’ that includes designers from around the world, providing us with access to diverse knowledge, cultures, and perspectives.

Effective Communication: As a leader, it’s crucial to effectively communicate decisions to everyone including employees, clients, and partners. Regular meetings with all parties involved in the firm help establish a clear channel of communication and ensure that every critical decision is conveyed to everyone, making them feel valued and integral to the team.

Lead by Example: Leaders must set the tone and demonstrate their commitment to decisions through their actions. I take this responsibility seriously and always have a follow-up strategy in place. Additionally, my personal goal of reforming the design industry and giving back to the community drives me to prove my commitment through my actions and persevere through tough decisions.

Be Prepared to Adapt: Difficult times often come with difficult decisions. Leaders must be flexible and ready to adapt to changing circumstances, making necessary adjustments as needed. At The Designers Group, we embrace change and welcome new ideas, using innovative and adaptable approaches, whether it be in technology or pandemic protocols. I believe that adaptability and innovation are the key to continued growth. - Blima Ehrentreu

Be Empathetic

1 . Listen to all sides. When you’re making decisions or listening to an issue, you need to fully understand the situation, and you can’t do that unless you have all of the information. You need to listen to all sides.

2 . Take time to digest information, don’t make a rash decision. Making decisions too quickly may mean that you’re making decisions without all of the information (which we already know isn’t a great idea) but even with all of the information, making a decision too quickly means that you may not have thought through all of the potential outcomes, or talked it through with your mentors or team.

3 . Be confident and unwavering. When you’ve made your decision, don’t waffle and go back on it. Be confident in your decisions and lead with authority that you’ve made the correct decision — and if you’ve made a mistake, own that and be confident that you’ll learn from the mistake, but that you made the best decision at the time.

4 . Look at things from all angles. Perspective is so valuable when you’re making a decision, so make sure that you’ve looked at each situation from every potential angle.

5 . Be empathetic, not only to your clients but to your employees, coworkers and team. Empathy goes such a long way in this world. - Andrew Rosen

Consider Multiple Options

Reflect. Make sure to take the time to collect enough facts that you need to make a rational decision to understand the options you have and the consequences of each.

Seek opinions. Deciding solely based on your own judgment is risky — especially if this decision affects the whole team. Seeking opinions from colleagues and mentors can help you make sound decisions from various perspectives.

Consider multiple options. Don’t just stick to one option just because you think it’s best. It’s important to weigh and consider various solutions to the decision you’ll make to make the best choice.

Make a list. Once you’ve gathered enough information and insights regarding the situation, I find it extremely helpful to weigh the pros and cons of each option and put them side by side to compare the benefits and consequences of choosing one over the other.

Evaluate the outcome. Your role as a decision maker doesn’t end once you’ve made a choice. As a leader, you should monitor and evaluate the outcome of your decision and be swift enough to make changes or adjustments when things go south. -Will Yang

Try Again

1 . First, you need to listen to others to really understand the situation. Hopefully you’re always involved and learning, so when the difficult decisions do come along, you’re prepared for them. Ideally, you anticipate them. You also need to be certain that people are comfortable coming to you — if you’re worried they aren’t, you need to make sure you reach out to them to ensure the channels of communication are open. Because if there’s a tough decision to make, you need to make sure you’re fully educated about what the true situation is.

2 . Second, think about your ultimate objective. What do you want to happen? Then brainstorm through possible solutions to reach that outcome. This should ideally be done with at least one or two other people. Figure out all the possible paths. (If you aren’t finding any ways to reach it, time for a rethink.)

3 . Third, go through all the options and pick your favorites. Then model out all the implications. This should be done first in a more clinical, dispassionate way and then with empathy to think about everyone’s perspective. You should also think about what matters most to you as you select the approach. For instance, one approach may be costly but certain to result in success, while another is more affordable but there’s a greater chance of failure. Or maybe speed matters above all. Whichever your priorities, your path should reflect this.

4 . Fourth, make the decision, own it, and take responsibility for whatever happens — good or bad. I think it’s possible to say: That is a smart leader, even though they occasionally get things wrong. I do not think you can assert: That is a trustworthy leader, even though they periodically blame everyone else for their mistakes and hang the people around them out to dry.

5 . Fifth, especially for big decisions, do a retrospective analysis — what did you do right? What went wrong? What can you learn from the experience? Particularly if you’re launching your first startup, you’re bound to make mistakes. But you should be learning and improving. To quote the writer Samuel Beckett: “Try again. Fail again. Fail better.” - Slav Kulik

Get Help

Stay true to your Higher Purpose and Core Values. It’s easy to abandon these in times of stress. But straying from them almost always leads to regrets.

Get help. Others have been down the path before you. And varied experiences and perspectives are a strength. Engage others to help see as many options as possible, as well as the associated risks.

Apply the right framework. Figure out your rules for different types of decisions. Ask the questions. Make sure what you decide is going to have the impact you want.

Be Honest. Confront the brutal facts. It’s hard. But a lack of brutal honesty, painting a rosy picture, can lead to dire consequences.

Act. Make a choice. Don’t get stuck in limbo because you can’t decide.

Communicate. Communicate with the relevant parties, your players, your customers, your partners, whoever is impacted or needs to understand why and how you decided what you did. Then repeat it, and ask them to explain it back to you to ensure your intentions were clear and heard. - Sturdy McKee