You Know What To Do

Leaders often waste time searching for a perfect framework when the answer is already in the room. The author observes that executives and senior staff who see the full business context can usually identify the correct decision immediately, yet they hesitate because the choice feels uncomfortable. This hesitation creates unnecessary pain and delays, whether it's firing an underperforming exec, cutting a product, or deciding to sell or shut down a business.

The piece argues that the path that makes you most uneasy is almost always the right one. When a team repeats phrases like "let's just give it another shot" or "we'll be fine if we just wait," they are masking avoidance. The real signal is the discomfort itself - it means you're confronting a hard truth. Leaders should train themselves to recognize that discomfort as a guide rather than a warning.

Proximity to the problem matters more than title. Senior engineers, product leads, or external advisors who are close to the facts often have the clearest view. Listening to them, even when the feedback is blunt, prevents the "data-driven paralysis" that stalls action. Data is useful, but it should not replace the certainty that comes from experience.

A practical tactic is to get a "rubber-duck" check: explain the decision to a trusted colleague and let them ask probing questions until the answer emerges. This simple conversation often surfaces the obvious solution that was hidden by over-analysis. Acting decisively based on that insight earns respect and avoids the greater pain of prolonged indecision.