How I think about decisions
Most decisions aren’t hard because the options are unclear. They’re hard because the signal is buried under noise.
This page outlines how I approach decisions when context is incomplete, pressure is high, and consequences matter.
I look for the real constraint — not the loudest problem
The most visible problem is rarely the one that limits progress.
That’s usually where the real constraint lives.
1.
“I pay attention to where decisions slow down, where accountability blurs, and where effort increases without corresponding results.”
I separate urgency from importance early
Everything feels urgent from the inside. Few things are truly important.
I help leaders distinguish between what demands attention and what actually deserves a decision.
2.
“Speed matters — but only after priorities are clear.”
I assume second-order consequences matter more than first-order wins
Many decisions look right in isolation.
I pay attention to what they create after they succeed: strain on teams, dilution of focus, or operational debt.
3.
“A decision isn’t good because it works once. It’s good if it still works when repeated. 4. I treat systems, people, and strategy as inseparable.”
I treat systems, people, and strategy as inseparable
Strategy doesn’t fail on slides — it fails in execution. I evaluate decisions across three dimensions at once: people, systems, and intent.
4.
“If one can’t scale with the others, the decision eventually collapses under its own weight.”
I value restraint as much as action
Some of the most valuable decisions I’ve advised were decisions not to act — at least not yet.
Restraint isn’t hesitation. It’s choosing timing deliberately.
5.
“Decisions made too early are often harder to undo than decisions made slightly late.”
I don’t believe in perfect decisions.
I believe in decisions that reflect clear judgment, align with reality, and don’t need to be repaired later.
That’s the standard I work toward.
