Decide Smarter, Lead Stronger

The key to successful leadership isn’t just making decisions—it’s knowing when to change them and when to stick to them, striking a delicate balance between action and stability.

The key to successful leadership isn’t just making decisions—it’s knowing when to change them and when to stick to them, striking a delicate balance between action and stability.

I worked with a client where decisions were in constant flux. We had Friday morning steering meetings with key stakeholders; the purpose was to update on progress and present the decisions required. Even when a decision was made and agreed upon, something odd happened afterwards. Those stakeholders started raising questions, comments, and requests for additional data, and that same decision appeared again  on the agenda the following Friday and the one after.

Another organisation I worked with had a different attitude towards decision-making. I remember instances in which the board made a decision based on accurate data they had at the time. As it sometimes happens, an event outside their control occurred. We assessed the situation and, as I was facilitating the discussion, requested the group reconsider the decision in light of the new information, which they declined.

The dilemma of whether we can or should change a decision is ever-present in our daily lives, leading us to reflect on our decision-making process. There is a fine balance between staying firm in our beliefs and being open to challenging our thinking. So, is it good or bad to change your mind?

Let’s consider the two extremes and why people are open to changing their minds or are very set in their ways. To illustrate the two extremes, I have created two decision-makers, the Inconstant and the Persistent, explaining their reasoning and its implications to highlight the value of diverse perspectives in our decision-making process.

The Inconstant decision-maker

The main reasons to change one’s mind and revisit past decisions seem connected to something missing.

No clarity of purpose. In ancient Greece, people went to the Oracle in Delphi to ask for advice and pose their questions. Today, decision-makers must ask themselves whether the decision fits their purpose - the organisation’s or projects’ - or the outcome they want to achieve. People change their minds and revisit past decisions if that question is not adequately answered. It is essential to know the Why behind a decision.

No governance. Decisions are sometimes taken in a vacuum and not appropriately captured, leading to a variety of interpretations and misunderstandings. If we are unsure what the decision is or where to find it written down for reference, how can we abide by it or implement it? Similarly, it may not be clear who the accountable decision-maker is. I have seen a group make a decision simply because they were attending a meeting; as you may guess, the decision was soon revoked.

Lack of confidence. Decision-making requires confidence in our expertise, capabilities and position. At any level of the organisation - from a CXO to a project manager - we expect them to use their expertise to make the best possible decisions. I have seen the adverse effects of hesitant leaders who grew a reputation for changing their minds too frequently.

The Persistent decision-maker

Consistency and persistence may be considered virtues, but sometimes, they can prevent us from looking at alternatives. Stories abound of inventors, scientists, and innovators who have persistently pursued their goals and dreams and achieved success and recognition. The Persistent decision-maker I describe here is different and fits one or more of these profiles:

Escalation of commitment bias. It is the most frequent cause of resolutely sticking to the chosen option. It happens when we work so much and for a long time on a project, idea, or product. We have invested effort and money and believe we will ‘lose’ if we decide to abandon it. There is added pressure from people who support our endeavours, so their commitment and expectations are an added burden. In this situation, it becomes increasingly difficult to change a past decision.

“We don’t have a plan B”. I heard a very senior EU official say this years ago in an interview, and I still remember it. It terrified me. The unexpected can always happen; we don’t have any control over the outcome of our decisions. External factors and Black Swan events can wreck the best decisions. That’s why it’s essential to have a plan B, just in case - or maybe even a plan C.

Extreme self-belief. There is a balance between having a strong self-belief and being blind to the opinions and inputs of other people. If lack of confidence may be a reason for frequent decision changes, this is the other extreme. Some leaders create a culture that prevents alternative perspectives; they surround themselves with people with similar attitudes or dislike disagreements. This hubris allows decisions not to be questioned during discussion or once taken.

Changing our minds is neither good nor bad. What’s important is to be aware of our approach to decision-making.

Suggestions for the Inconstant decision-maker

There is always a sweet spot in the middle as we seek to avoid the two extremes. Here are some suggestions to take away if you veer towards the Inconstant profile:

Always keep your purpose in mind. It applies to any situation and can refer to a personal, project or company’s purpose. Ask yourself, “Is the decision going to help me achieve / or move closer towards my purpose?”; if yes, you are less likely to keep revisiting your decisions.

Write things down. The action of committing thoughts, ideas and decisions to paper is compelling. It is the best way to reinforce a commitment to oneself and those with a stake in the decisions. Moreover, when we write something down, read it and - even better - explain it to others, there is a validation check-point, which becomes a valuable reminder.

Grow in confidence. It can take time, but developing our leadership skills is part of the journey. It takes practice and outside help; learning, coaching, and mentoring contribute to developing capabilities and expertise. Confident leaders are also more likely to surround themselves with people who are impartial, challenging, and a sounding board to discuss options and decisions.

Suggestions for the Persistent decision-maker

If your profile is closer to the Persistent decision-maker:

Anchor on the present. The problem with commitment bias is feeling the burden of past decisions, mounting costs and social pressure. The large infrastructure projects we read in the news are a prime example. It takes a brave leader to let go of a project or decision that is no longer viable. Instead of focusing on the past, pivot the decision on whether it will be useful for the present and future.

Have a plan B. Nobody knows what the future has in store, and we have little control over external events. Having a plan B can also help to put the commitment bias in more perspectives since we have an alternative available. Discussing alternative scenarios is in itself a useful exercise.

Humility. It takes courage to choose a diverse team with alternative opinions that challenge group thinking, but the aim has to be to achieve a better outcome rather than a pointless disagreement. The most effective leaders listen to other people’s opinions before expressing theirs and ask questions rather than only give answers.

In conclusion, changing our minds is neither good nor bad. The secret is to be aware of the pitfalls on both extremes.

I mentioned the Oracle of Delphi earlier; I conclude with the three maxims inscribed on a column in the forecourt of the temple

Know thyself

Nothing to excess

Surety brings ruin

Over to you, share your views, comments and experiences.