Lead Better - How Much Time Does It Take to Make a Great Decision?

On this episode of Lead Better, hosts Mikey and Scott unpack why the time required for a great decision hinges on stakes and reversibility. They categorize decisions as low, moderate, or high stakes and explain that easily reversible choices—what Jeff Bezos calls one‑way decisions—don’t merit lengthy analysis. Conversely, high‑impact, two‑way decisions demand more data, stakeholder input, and a deliberate tempo. The conversation highlights that the same framework applies to everyday choices, like dinner plans, and to strategic business moves, reminding leaders to match decision speed with the potential cost of error.

The hosts introduce the concept of an “optimal trigger point,” the moment when enough information has been gathered to act without over‑thinking. They warn that endless information‑seeking creates decision paralysis, especially when leaders set vague “latest possible” deadlines that keep shifting. By imposing a concrete time limit and evaluating which parts of a decision are reversible, managers can break large problems into smaller, actionable sub‑decisions. This approach lets teams move forward confidently while preserving the ability to course‑correct later, turning ambiguity into a strategic advantage rather than a bottleneck.

Finally, Mikey challenges the common myth that decisiveness equals speed. True decisive leadership blends conviction with timing, recognizing when a rapid choice is justified and when patience adds value. He illustrates this with a personal story about restoring a 25‑year‑old pair of Santoni shoes—an investment that paid off for decades because the decision to repair, not replace, was made after thoughtful evaluation. The anecdote underscores that great decisions often become the “shoes you’re buried with,” lasting far beyond the moment of choice. Leaders who internalize reversibility, stakes, and trigger points can consistently make better, longer‑lasting decisions.