The Accidental CEO Part 12

The hardest decision is not deciding

Decision-making is at the heart of leadership, and if I’m honest, it’s one of the things I enjoy most about my role. I’m a very instinctive leader. I trust my gut, I move fast, and I don’t agonise over decisions for too long. But I’ve also learned - sometimes the hard way - that instinct alone isn’t enough. While gut feel is a powerful tool, having people around you to sense-check your thinking is just as important.

Looking back, some of my biggest leadership lessons have come from the moments where decision-making has been tested: when I’ve over-collaborated and slowed things down, when I’ve made the wrong call, when I’ve leaned too much on instinct, or when I’ve waited too long for certainty that never arrived. What I know now is that the worst decision isn’t making the wrong one - it’s making no decision at all.

Here’s what I’ve learned about decision-making from some of the most intense moments of my career.

Over-collaborating can slow you down

Early in my career, I believed the best decisions came from gathering as many perspectives as possible. And while collaboration is invaluable, I’ve learned the hard way that over-collaborating can be a trap. Too many opinions can dilute bold ideas, slow things down, or worse - lead to indecision.

One of the starkest examples of this was working in communications during the London bombings in 2005. In a crisis, you don’t have time for endless rounds of discussion. You need to move fast, communicate clearly, and trust your judgment. The difference between a well-timed, decisive message and a delayed, over-analysed one can shape how an organisation or a leader is perceived in the moments that matter most.

In business, I’ve seen similar patterns - waiting for consensus can sometimes mean missing the moment. While engaging people is critical, there comes a point where a leader needs to make the call and own it.

Bad decisions are often better than no decisions

I’d love to say I’ve always made the right calls, but that would be a lie. Some of my toughest leadership lessons have come from decisions that didn’t go to plan.

One of the most difficult was when I worked on writing bold speeches for CEOs about major change - specifically cost reduction, and with it, job losses. It’s a brutal thing to put into words. The decision to cut costs and restructure is never taken lightly, but it’s still painful. And the worst thing a leader can do in those moments is hesitate or sugarcoat reality.

I’ve seen leaders who delivered difficult messages with clarity and conviction, and I’ve seen those who wavered, avoiding tough conversations for too long. The difference? The former allowed their teams to process, adapt, and move forward. The latter left people in limbo, creating more uncertainty, confusion, and disengagement.

Bad decisions happen, but failing to decide - or delaying hard calls - often has far worse consequences.

Instinct vs. evidence: When to trust your gut

I trust my instincts, deeply. They’ve served me well more often than not, and I tend to make quick decisions based on gut feel. But I’ve also learned that instinct needs to be balanced with evidence, and more importantly, with people who can challenge or refine your thinking.

One of the biggest tests of this was leading a small business through the pandemic. The world had changed overnight. We had to pivot fast and there was no playbook. My gut told me that being noisy (external marketing) and digital (running remote workshops and design research) were going to be critical in this crisis. We had no idea how long the disruption would last, but waiting for certainty wasn’t an option. We went all in, doubling down on digital-first engagement and ensuring we remained visible in the market when many others went quiet.

It worked. Not because I had all the facts, but because we made decisions and committed to them instead of waiting for clarity that wasn’t coming.

That experience reinforced my belief that instinct is a powerful tool, but it’s not infallible. Surrounding yourself with people who will challenge your thinking, ask the tough questions, and push for more data when needed is crucial. Sometimes, your gut is right. Other times, it needs refining. Knowing the difference is part of good leadership.

The danger of not making a decision

The biggest risk in leadership isn’t making the wrong call, it’s making no call at all.

I’ve seen it in business, in crisis situations, and in leadership teams hesitant to act. The fear of getting it wrong leads to paralysis, and that’s when you lose momentum, opportunities, and trust.

Decisive leaders aren’t reckless. They make informed choices, they communicate clearly, and they own their decisions, for good or bad. Because at the end of the day, leadership isn’t about always being right. It’s about being willing to step up and decide, even when the outcome isn’t certain.

Final thoughts: Decide, learn, adjust

If there’s one thing I know for sure, it’s this - every decision you make shapes your leadership. Some will be brilliant, others will be painful learning moments. But inaction is the real enemy.

Looking back, my biggest growth moments didn’t come from playing it safe; they came from the times I made the call, took the risk, and adjusted as I went.? Be bold, be decisive, and trust that you’ll learn more from taking action than from waiting for certainty.

– The Accidental CEO

Check out my previous newsletters here:

The Accidental CEO #1 - The Accidental CEO

The Accidental CEO #2 - Embracing uniqueness shaped my career

The Accidental CEO #3 - Trade-offs are part of success

The Accidental CEO #4 - Take a chance on me

The Accidental CEO #5 - The rollercoaster ride of leadership

The Accidental CEO #6 - The power of connection?

The Accidental CEO #7 - The 3 Cs

The Accidental CEO #8 - Life is a prototype

The Accidental CEO #9 - Curiosity: A leader’s superpower

The Accidental CEO #10 - Why normalisation is a leader’s enemy

The Accidental CEO #11 - When your strengths are also your challenges