The problem: Overthinking every choice means decisions get delayed or never made at all. Projects stall, emails sit in drafts, and your credibility takes a hit. At work, indecision is a silent career killer. Colleagues lose confidence when you can’t make a call. In fact, psychologists say overanalysis often masks a fear of failure – we stall to avoid the risk of being wrong. But inaction is a choice – and usually the worst one. In corporate life, if you don't decide, someone else will decide for you (or the window closes). That’s rarely in your favor.
Studies show that having too many options actually reduces our likelihood of making any decision. Ever stare at a menu with 100 items and feel overwhelmed? The same happens at work. Plus, decision fatigue is real: judges in one study were far more likely to grant parole in the morning than in the late afternoon – simply because their brains got tired of deciding. The takeaway? Your ability to decide wears down over a day of constant deliberation.
Solution: Start making decisions faster and smarter. Here’s how:
Distinguish big vs. small decisions: Not every choice deserves hours of debate. Identify the high-stakes calls versus the minor ones. For small stuff, set a timer (five minutes, decide and move on). Save your deep analysis energy for things that truly matter.
- Set a deadline for decisions: Give yourself a firm cutoff – “I’ll gather info for 2 days, then choose.” A decision made on time, even if not perfect, beats a perfect decision made too late.
- Limit your options: Too many choices? Narrow them. Eliminate options that don’t meet key criteria early. It’s easier to pick from 2 good plans than 10.
- Use the 70% rule: If you have about 70% of the information and feel reasonably confident, go for it. Waiting for 100% certainty leads to missed opportunities. (As one leader’s rule of thumb goes, if you wait until you’re 100% sure, you’re 100% too late.)
- Embrace “fail fast” mentality: A wrong decision is usually fixable; indecision is not. You can course-correct an action, but you can’t benefit from a decision you never made.
For example, say your team can’t decide on a marketing strategy. Option A and B both have pros and cons. Rather than endlessly analyzing, pick one to pilot for a month. By taking action, you’ll get real feedback. Maybe it wasn’t perfect, but you’ll learn and adjust. That beats sitting in meeting after meeting debating hypotheticals.
Being decisive doesn’t mean being rash – it means being proactive. Communicate that you’ve weighed options, then make the call. Colleagues will respect that you take ownership. And if new information emerges, you can always pivot. (A ship must leave the harbor to reach new shores; you can’t steer if you’re not moving.)
