Recognizing that the Act of Making a Decision, or Consciously Choosing Inaction, is One of the Most Powerful tools in Business

Decision-making in business is often viewed as a continuous process of weighing options, assessing risks, and choosing the best possible course of action. Yet, many decisions are made hastily, or worse, left unresolved, under the assumption that only some choices truly impact a company’s trajectory. The truth, however, is different: every decision we make is important, or no decision is required at all.

The Myth of the “Small Decision”

In business, we are often led to believe that some decisions are “small” and others “big.” While it’s true that some choices have an immediate, visible impact on the bottom line, the ripple effects of any decision can permeate through a company in ways that are hard to foresee. Seemingly small decisions—like opting for a particular software, slightly altering a product feature, or hiring a “good enough” candidate—often accumulate over time, influencing organizational efficiency, customer satisfaction, and employee morale.

Take, for example, the decision to hire a candidate who isn’t quite a perfect fit, but has a decent enough track record. This one choice may seem minor in the grand scheme, yet its ramifications can echo for months or even years, leading to increased training time, possible culture conflicts, and turnover costs. No decision is an island—each plays into the broader ecosystem of a business.

Every Decision Is a Choice Between Action and Inaction

One could argue that even inaction is a decision. Choosing not to act is a strategic move, but it must be deliberate. Leaving decisions unresolved is one of the most detrimental mistakes a leader can make. Indecision creates ambiguity, erodes trust, and leads to missed opportunities. As a manager, if a choice doesn’t seem worth making, then perhaps it should not have been considered in the first place. But if it is brought to your attention, then it deserves thoughtful consideration or a conscious decision to defer it, not to be left in limbo.

If a Decision Isn’t Important, Why Are We Considering It?

A powerful approach to ensure quality in decision-making is to ask: Why are we making this decision? If the potential outcomes are trivial, why is this choice even on the table? If it could have meaningful impacts, it’s worth a deeper look. This approach forces managers to refine priorities and focus on meaningful contributions, abandoning choices that do not align with business objectives.

Decisiveness as a Key to Company Culture

Managers who recognize the importance of every decision foster a culture of responsibility and accountability. Decisions should not be made simply to check boxes or meet deadlines. When every team member feels their choices matter, they are more likely to bring their best selves to each decision, fostering a sense of ownership and purpose.

Conversely, managers who allow trivial decisions to clog workflows, or fail to treat decisions with the urgency they deserve, can create an environment where employees feel their work lacks purpose or impact. This, in turn, breeds apathy, as employees grow accustomed to seeing their efforts lost in a sea of indecisiveness.

Knowing When a Decision Is Truly Needed

Paradoxically, understanding that every decision is important helps identify when no decision is required. If a decision can be deferred without harm, it can be taken off the list of priorities. This concept, known as decision deferral, doesn’t mean ignoring issues but rather strategically managing them. Leaders who can differentiate between choices that require action and those that do not create an environment for higher-quality decision-making on issues that matter most.

Practical Steps for Managers to Build a Culture of Decision-Importance

1. Define Priorities with Clarity: Ensure that decisions align with larger strategic goals. If a choice feels trivial, confirm it aligns with priorities before giving it time and energy.
2. Empower Teams with Decision Frameworks: Providing teams with frameworks for evaluating decisions ensures consistent quality. Frameworks might include evaluating a decision’s potential impact on revenue, customer satisfaction, and long-term growth.
3. Encourage Thoughtful Inaction: A culture that respects the importance of each decision also understands the value of deliberate inaction. Encourage teams to distinguish between decisions that require action and those that can be dismissed entirely.
4. Hold Space for Accountability: Regularly reviewing past decisions and their outcomes creates a culture of accountability and learning. Team members will better understand the weight of their choices and be more motivated to make thoughtful decisions in the future.
5. Foster a Bias for Action over Perfection: Embrace the idea that some decisions can be adapted or improved upon once made. It’s better to make a decision that moves the company forward than to wait indefinitely for a “perfect” option.

In the end, understanding that every decision matters does not mean spending endless hours deliberating every choice. It means recognizing that the act of making a decision, or consciously choosing inaction, is one of the most powerful tools in a business manager’s arsenal. By treating each decision as part of the company’s greater mission, leaders can cultivate a culture of purpose, accountability, and growth.

Every decision is indeed important, or it isn’t needed. Embracing this philosophy can redefine how businesses approach choices, moving from an atmosphere of hesitation and ambiguity to one of purpose and clarity. And in that shift, businesses can find the momentum they need.