Decision-Making in the Workplace

Half of deciding well is knowing what is actually yours to decide. The rest is not overcooking the ones that are.

A lot of what lands on a manager's desk is not a decision at all — it is a problem to solve, or a call already made by someone else, dressed up as yours. Spend a day treating those as decisions and you have burned the day. And the ones that are real get pulled by the first number you heard, the read you already held, the plan you have sunk months into.

This course sorts them for you, seven times: is this mine to decide, what is biasing me, how much effort does it actually warrant, and who needs to be in the room — without collapsing into endless consultation.

You will practice:

• Telling a real decision from a problem to solve, and from a choice already made for you
• Naming the bias pulling your call — the first number, the read you hold, the plan you have sunk into
• Matching the effort to the decision — not too little, not too much
• Getting the right people into the call without collapsing into endless consultation