Leader Decisiveness

In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.

– Theodore Roosevelt

Making decisions that are well-informed and time-sensitive is a crucial part of being a successful leader. Leaders who are decisive seek out the appropriate information they need to make good decisions. They also demonstrate an understanding of the knowledge held by their direct reports, colleagues, and leaders, and gather information from these resources before making a final decision. Important decisions cannot always wait until every option has been dissected and effective leaders are able to identify and obtain critical information and gauge when enough detail has been collected in light of the potential outcomes.

Decisiveness is the ability to make clear-cut and timely decisions with the appropriate amount of information. In the workplace, decisiveness is key to effectively executing plans and achieving goals. It is important to balance the costs of continuing to deliberate, gather information, and delay a decision versus the cost of making a poor choice. Decisive individuals are aware of these competing costs and weigh them carefully but, importantly, make decisions that are clear and final. This skill can make the difference between plans that lack direction and those that are focused on achieving objectives.

In assessing your ability to be decisive, ask yourself the following questions:

  • Do I gather the right amount of information before making decisions?
  • Do I use all my resources to collect the right kind of information when making decisions?
  • Am I able to weigh the costs of analyzing options versus the costs of a poor decision?
  • Do I use careful evaluation, or do I rely on intuition to make decisions?
  • How do I gauge if a decision is too urgent or important to be put off?
Becoming More Decisive

Identify and gather essential information: An important component of being decisive is being able to identify the information you need to make a good decision. When faced with a choice, analyze the situation to understand what you need to know, then use all available resources to collect the essential information. Being decisive is not solely about making a choice on your own; draw on the expertise and experience of others around you. Effective information gathering is a requirement of good decisions on tight timelines.

Know when to hone your focus: We rarely get the chance to focus on one decision at a time and we also often have other priorities, meetings, tasks, and obligations. Work on recognizing when some decisions are more urgent or more important than others. We cannot dedicate all of our time to decision-making so prioritizing effectively is critical to being decisive. Recognizing the potential benefits or costs of a decision in comparison to other decisions vying for your attention will help you better allocate your time and energy. Consider prioritizing urgent or highly impactful decisions in the short-term, which can leave you more time and resources to tackle other decisions or tasks that were temporarily set aside.

Understand your tendencies: All of us have different tendencies when it comes to making decisions. Some of us prefer to carefully evaluate every option, considering every possible circumstance. Others prefer to “go with their gut”, relying on their instincts for even the most important decisions. Improving your decisiveness requires that you examine how you’ve made decisions in the past. Self-awareness of how you usually want to approach decisions will help you learn how you should approach them. Remember, neither intuition- or reason-based decision making approaches are inherently bad. Switching between them and knowing when to blend the two will stop you from negatively impacting the quality of your decisions because you relied on the wrong approach1.

Start Doing These 3 Things Now to Improve Your Decisiveness

The following steps can help you become better at communication:

  1. Make note of your resources. Take stock of the expertise and knowledge of those around you, especially your direct reports. Research suggests that employees have better attitudes and performance when they participate in decision-making. Using your resources to gather information can not only improve your own decision-making abilities, but can have positive consequences for your team and organization2.
  2. Prioritize effectively for each facet of your role. Different parts of your job might require that you determine urgency or importance in distinct ways. Consider if you are accounting for the different aspects of your role when you evaluate whether one decision takes precedence over another. Take the time to develop decision-making guidelines that recognize these differences because good decisions are unlikely to be the result of a “one size fits all” process. Knowing how to evaluate which decisions require your immediate attention across different facets of your job can provide a boost to your decisiveness by helping you focus on the key elements of each situation.
  3. Work on being comfortable with uncertainty. A desire to make the right choice can lead to stress and anxiety about decisions3 and hurt your ability to be decisive. The truth is that, in most cases, you cannot have all of the information, expertise, or advice, you want to make a decision. Accept when time constraints or other circumstances have brought you to a decision point that cannot be postponed. Increase you comfort with the uncertainty that remains after making a tough call by reminding yourself that you’ve done all you can with the time, resources, and information available to you.


WATCH: Decisiveness – Leadership Roll Call

READ: What Sets Successful CEOs Apart?

DEVELOP your ability to be decisive by taking advantage of SIGMA’s coaching services.

Interested in a hard copy of this handout? Download your PDF copy of our Leadership Series Handout: Decisiveness





1 Phillips, W. J., Fletcher, J. M., Marks, A. D. G., & Hine, D. W. (2016). Thinking Styles and Decision Making: A Meta-Analysis. Psychological Bulletin, 142(3), 260-290.

2 Pereira, G. M., & Osburn, H. G. (2007). Effects of Participation in Decision Making on Performance and Employee Attitudes: A Quality Circles Meta-Analysis. Journal of Business Psychology, 22, 145-153.

3 Chen, C. Y., Rossignac-Milon, M., & Higgins, E. T. (2018). Feeling Distressed From Making Decisions: Assessors’ Need to Be Right. Journal of Personality and Social Psychology, 115(4), 743-761.