Making Decisions When the Pressure Is On

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Remember when you were just starting out and looked up to your managers or team leaders, thinking about how BIG, cool, and important their roles were? Fast forward to now, and you’re in their shoes – leading a team or facing decisions that could have a real impact on the job.

For example:

• Which projects should I put on hold, or which team members should I reallocate now that my department’s budget has been drastically cut?
• What do I do if a client threatens to end the contract due to a delay?
• How should I respond to a major customer complaint that’s escalating on social media and threatening the company’s reputation?
• There’s a serious disagreement between two team members that’s impacting their work and the overall team morale. What action should I take?
• How do I decide between two qualified candidates when one is available immediately, and the other has a higher skill set but can only start in several months?

Funny how dealing with these seemed much easier from the outside, right? But now that it’s your turn to make decisions, your brain feels like it’s running on 10% battery, the clock is ticking, and your palms are sweating. Yeah, we’ve all been there. Whether you’re making a choice about your company’s future or what to order for lunch (important stuff too!), making decisions under pressure is a skill we all need to master.

Under Pressure

When pressure builds, anxiety naturally follows. Anxiety narrows our focus, making it harder to see the full picture. Then, our brains shift into "fight or flight" mode, which can result in reactive, impulsive decisions instead of thoughtful, deliberate ones. This quick thinking might seem like a solution in the moment, but it often skips over important details, risks, and consequences, leading to decisions that lack consideration or foresight.

If you manage to avoid an instant response, on the other end of the spectrum, self-doubt awakens. When we question our abilities, we lose confidence in our judgment and second-guess every option. This hesitation can paralyze us, slowing down the decision-making process and preventing us from moving forward. On top of that, the ticking clock only adds to the stress, clouding our judgment further.

First Aid

Rule number one: DON’T PANIC. I know, I know – easier said than done. But it really is crucial. So, take a deep breath. Step back for a second. You’ve got this. A little pause to reset your mind can make all the difference. Even if it’s just a few seconds to breathe and regain focus, it gives you the clarity you need to make a better decision.

And don’t feel like a failure in a suit just because your nerves got the best of you. Uncertainty brings out the jitters in all of us. Even the most seasoned leaders have moments where their confidence wavers. It’s totally normal. The trick is not letting those nerves take control.

You’ll also need to do some self-discovery here. We all have different reactions to pressure, and you need to learn how you personally respond to it so that you can regain control.

When you keep (or regain) your composure, you’ve already escaped the first big trap: making a snap, no-thinking (and usually wrong) decision. Now, you need to escape another pitfall: getting stuck in a whirlwind of possibilities. That’s where decision-making frameworks come in handy.

1. The OODA Loop (Observe, Orient, Decide, Act)

This one comes straight from military strategy, but trust me, it's just as useful for leaders facing tough decisions in any field.

Here’s how it breaks down:

• Observe: What’s happening right now? Forget the assumptions. Look at the cold, hard facts. What is actually going on?
• Orient: Where do you and your team stand? What are your strengths? What constraints are in your way? This is where you figure out the lay of the land before making any moves.
• Decide: Choose your path forward. Don’t waste time chasing perfection – progress is the goal. Pick a direction, and don’t look back.
• Act: Now, execute. The good news is, you can always adjust your course as new information comes in.

When to Use It: The OODA Loop is ideal for fast-moving situations where you need to assess and act quickly, such as responding to an urgent customer complaint or managing a sudden crisis in the workplace. It ensures you stay proactive and adaptable without getting bogged down in analysis.

Quick Tip: Don’t get stuck in the Observe step trying to gather every single piece of data. A lot of leaders fall into the trap of over-analyzing and stall out here. Start with what you know and move forward. Action beats inaction every time.

2. The 4Rs Framework

Here’s how it works:

• Regret: Sit for a moment and think about all the things that could go wrong. What’s going to haunt you down the road if you make this choice? What effect will this decision have in 10 days, 10 months, or 10 years? If something feels off long-term, that’s a red flag.
• Repeal: What if things don’t go as planned? Can this decision be reversed or adjusted? Can you pivot the project? Apologize to the client? Change your approach? Identifying what’s still within your control can keep small mistakes from snowballing into bigger ones.
• Repercussions: What are the ripple effects? Sure, a decision might seem good in the moment, but what kind of impact will it have down the road? You’re not just thinking about how it affects you – consider your team, the company, customers, and anyone else touched by this choice.
• Resilience: How prepared are you and your team to handle challenges that will come your way? Can you personally take the heat if things don’t work out? Does the team have the resilience to bounce back and keep moving forward, no matter what?

When to Use It: The 4Rs Framework is best for decisions with significant long-term consequences, such as hiring a key team member, choosing between competing project priorities, or handling a large-scale client issue. It helps you think through both risks and recovery options, ensuring a balanced approach.

Quick Tip: Use the “10-10-10” rule: What will the impact of your decision be in 10 minutes, 10 months, and 10 years? This helps you gauge the immediate, short-term, and long-term effects, giving you a clearer perspective.

Your Style, Your Rules

Frameworks for decision-making aren’t meant to magically deliver the perfect decision. Even when used correctly, they can still lead to less-than-ideal outcomes.

Why?

Because frameworks are tools, they guide your thinking but don’t replace it. Not all frameworks work equally well in every scenario or for every leader. To use them effectively, you need to match them to the situation and your own strengths as a leader.

The key is to customize these tools to align with your unique leadership style, the specific situation, and your team’s needs.

1. Reflect on Your Past

Think about decisions you’ve made before: what worked well, what didn’t, and why. Identify patterns, strengths, and areas for improvement. Are you naturally a risk-taker, or do you tend to be more cautious? Tailor your approach to fit your tendencies.

2. Define the Essentials

Ask key questions:

• What’s the main goal?
• What are the risks and benefits?
• Who will this impact, and how?
• What’s the worst-case scenario, and can I manage it?

Adapt these questions to suit your role and industry.

3. Stay Flexible

Create a framework that can handle the unexpected. Include checkpoints to reassess and adjust your decisions as new information emerges.

4. Test and Refine

Start by applying your framework to low-stakes decisions. Make adjustments based on the results, and seek feedback from trusted colleagues or mentors.

As with everything, practice is key.

Through trial and error, you will learn how to refine your approach and adjust your strategies. Each decision, whether it’s a success or a setback, is an opportunity to grow and improve. Over time, you’ll build both your framework and your confidence.

Wrapping Up

Remember, no one has all the answers, and every leader stumbles from time to time. What sets great leaders apart is their ability to learn, adapt, and keep moving forward despite uncertainty. So, the next time you’re faced with a high-stakes decision, take a deep breath, trust the process, and lean into the challenge.

If you found this article valuable:

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