In high-stakes leadership roles, the paralysis of indecision often causes more damage than a suboptimal choice. Making a poor decision allows for feedback, correction, and continued momentum, whereas inaction leads to stagnation and missed opportunities. The key is to decide, learn, and iterate quickly.
Strategic planning requires a calm and objective environment. Attempting to formulate or alter core strategy in the middle of a high-pressure event, such as a merger or a crisis, leads to reactive, short-sighted decisions that can jeopardize long-term success.