101 Leadership Landmines: Section Three: Decision-Making Mistakes
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Section Three: Decision-Making Mistakes
Decisions are the currency of leadership. Every day you make dozens of them, large and small, and the quality of those decisions, compounded across weeks, months, and years, determines almost everything about where your organization ends up. The strange thing is that decision-making is one of the least examined skills in most leadership development programs. Organizations invest heavily in communication training, management coaching, and strategic planning workshops. But they rarely stop to ask: how does this leader actually make decisions? What information do they use? What do they ignore? How long do they wait? How often do they change course, and why? The ten mistakes in this chapter reveal the most common ways leaders get this wrong. Some move too slowly, paralyzed by the fear of making the wrong call until the window for any call has closed. Others move too fast, trusting their gut when the data is pointing somewhere else entirely. Some refuse to reverse bad decisions because doing so feels like weakness, when in fact the ability to pivot is one of the clearest signals of leadership maturity. There is also a subtler category of decision-making failure: the mistakes that come not from thinking too little, but from thinking through the wrong lens. Letting emotion override evidence. Letting past success become a substitute for present analysis. Ignoring the people closest to the actual work because their input would complicate a decision already being made.
Good decisions do not always produce good outcomes. The world is too uncertain for that. But good decision-making processes, applied consistently and honestly, dramatically improve the odds. That is what this chapter is about.
Decisions are the currency of leadership. Every day you make dozens of them, large and small, and the quality of those decisions, compounded across weeks, months, and years, determines almost everything about where your organization ends up. The strange thing is that decision-making is one of the least examined skills in most leadership development programs. Organizations invest heavily in communication training, management coaching, and strategic planning workshops. But they rarely stop to ask: how does this leader actually make decisions? What information do they use? What do they ignore? How long do they wait? How often do they change course, and why? The ten mistakes in this chapter reveal the most common ways leaders get this wrong. Some move too slowly, paralyzed by the fear of making the wrong call until the window for any call has closed. Others move too fast, trusting their gut when the data is pointing somewhere else entirely. Some refuse to reverse bad decisions because doing so feels like weakness, when in fact the ability to pivot is one of the clearest signals of leadership maturity. There is also a subtler category of decision-making failure: the mistakes that come not from thinking too little, but from thinking through the wrong lens. Letting emotion override evidence. Letting past success become a substitute for present analysis. Ignoring the people closest to the actual work because their input would complicate a decision already being made.
Good decisions do not always produce good outcomes. The world is too uncertain for that. But good decision-making processes, applied consistently and honestly, dramatically improve the odds. That is what this chapter is about.
Format:Paperback
Language:English
ISBN:B0GXPFV68L
ISBN13:9798257827709
Release Date:April 2026
Publisher:Independently Published
Length:370 Pages
Weight:1.09 lbs.
Dimensions:0.8" x 6.0" x 9.0"
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