How to make better, faster and clearer decisions

A repeatable way to make thoughtful decisions on any topic

Most decisions are hard because the world is complex, they become impossible when our thinking is messy. We delay. We ramble. We hide behind “it depends.” We argue in circles because nobody stated what they actually believe.

Here is a framework that fixes that. It is not about being stubborn. It is about being clear enough to be corrected.

Step 1: Start with the answer

Begin by stating what you currently believe in 1 sentence.

Examples:

• I believe we should give this person a meaningful raise this year

• I believe we should not pursue this partnership

• I believe we should ship this feature now, even if it is not perfect

• I believe we should replace this vendor

If you cannot say the answer, that is already a signal. You are either missing data, avoiding conflict, or holding contradictory values.

Step 2: List your reasons immediately

State the number of reasons first, then enumerate.

• I believe X, for 3 reasons:

  • Reason 1

  • Reason 2

  • Reason 3

Guidelines:

• Keep it to 3 to 5 reasons

• Make each reason distinct

• Quantify  and add KPIs/#s  to the reasons so they can be challenged and tested (e.g., “she delivered 95% of her projects on time”, “he had 45 projects this months, that is more than 90% of his peers”)

Step 3: Counterarguments

Explicitly list the strongest arguments against your decision or discoveries that could change your  mind.

• The best reasons against this decision are:

  • Against/Discovery 1

  • Against/Discovery 2

  • Against/Discovery 3

If you cannot articulate the strongest arguments against your own view, you do not understand the decision yet.

Then for each counterargument, Re-state it and explain why it does not change the decision (include assumption, principles, data, or mitigation justifies that choice)

Personal Integrity check

Ask yourself - Would I be comfortable explaining this decision and its rationale to:

• My family

• My friends

• My peers

• My employees

If the answer is no, identify why before acting.

Summarize by restating the conclusion & defining next action

Close the loop clearly, restate the decision, key reasons and define clear next actions. If there are meaningful things that could change your mind, include them as well. 

• I believe we should do X

• What would change my mind:

  • A

  • B

• Next action:

  • Owner

  • Deadline

A decision without a next action is just a thought.

Tip: When you want advice regarding a potential decision

Use the same structure, but state uncertainty in all aspects where you have uncertainty. 

• Decision to make

• Current leaning

• Points in favor and your certainty of them and their weight   

• Points against and your certainty of them and their weight 

• Where I am stuck:

This creates a first conversation with yourself, then a productive conversation with others.