Why Tough Decisions Make You a Better Leader
In our previous coaching sessions, Hermann—a senior manager in a mid-sized company—learned eight key elements of excellent decision-making. Yet, despite this knowledge, he often feels paralyzed when faced with tough choices. Or, as John C. Maxwell puts it: “Successful leaders have the courage to take action while others hesitate.”
It was clear he needed more than theory—he needed a practical guide to turn these principles into action. During two intensive coaching sessions, we created a step-by-step framework to help Hermann make bolder, more effective decisions. Here’s the essence of our work together.
No Leadership Role Without Difficult Decisions
Tough calls are part of leadership. They include:
- Workforce reductions and layoffs
- Performance reviews and conversations with underperformers
- Budget cuts and project downsizing
- Strategic realignment of the company
- Major investment choices
- Mergers and acquisitions
- Initiating cultural change
- Navigating ethical dilemmas
Such decisions have far-reaching consequences for the company, employees, and your own career. The real “pain” is not in making the decision but in indecision. The longer you hesitate, the more courage slips away.
Difficult Choices Lie Outside the Comfort Zone
Leaders must question the status quo and act decisively, even off familiar ground. This demands courage—what C. S. Lewis called “not simply one of the virtues, but the form of every virtue at the testing point.”
Unlike routine tasks, tough decisions rarely present a single clear best option. They call for conviction, even under social or political pressure.
Building Decision-Making Strength
Hermann resolved to stop postponing hard calls. Here are the key practices I shared:
- Speed: End the period of hesitation quickly. If you know the right move, act.
- Focus on irreversible decisions: Distinguish between choices that can be reversed and those that cannot, and devote energy to the latter.
- The 70 percent rule: Decide based on about 70 percent of the desired information—you will almost never have 100 percent.
- Invite debate, own the choice: Gather diverse perspectives, but remember the final decision is yours.
Concentrate on What Truly Matters
As responsibility grows, complexity multiplies. To stay focused, apply these five core filters:
- Values as a guide: Exclude options that conflict with your principles, even if they appear lucrative.
- Release what’s irreversible: Don’t waste energy on what can’t be changed.
- Set aside self-interest: Choose what benefits the team and company, not your ego.
- Recognize conflicts of interest: Don’t favor people simply because of personal ties.
- Master your fears: Identify and neutralize anxieties that distort judgment.
These practices help strip away noise and sharpen decision quality.
Three Questions for Reflection
To deepen decision-making courage, consider:
- When did you make an unpopular decision that proved right?
- When did you avoid a tough call, and what did it cost you?
- Which challenging decision is waiting for you now?
Difficult decisions are at the heart of leadership—they justify the role and the salary. If making them feels daunting, explore my book The Hero’s Journey of a Leader – How to Become the Best Version of Yourself as a Leader for more practical strategies and deeper insights into the leadership virtue of courage.