Bad Decisions Make Great Stories — But Better Ones Build Great Leaders

…….Making Better Decisions: A Framework for Clarity, Ethics, and Impact

Let’s be honest: making decisions can be hard. Even when we’re calm, informed, and not on deadline, our brains still love to serve up a hot plate of bias with a side of ego. (If you missed the first post about that delicious mess, you can read it HERE.)

One of the most persistent biases is confirmation bias: we tend to look for information that confirms what we already believe. Another sneaky one? Availability bias – we give more weight to information that comes to mind quickly, like something that just happened to us or a story we heard recently.

Try this reframing question:

After viewing this situation realistically and logically, what would an informed outsider think?

The ISSUES Framework: A Tool for Complex Ethical Decisions

I’m currently doing my masters’ degree in the psychology of leadership, and I came across this framework. For decisions that carry ethical weight or impact others significantly, this can help you navigate with clarity and care.

ISSUES stands for:

• Identify the issue
• Study the facts
• Select reasonable options
• Understand values and duties
• Evaluate and justify options
• Sustain and review the plan

You can find more on this framework here

For those who don’t speak textbook, here’s the real-world framework. After all, not every decision needs a full-blown whiteboard session. (But big ones deserve a little structure.)

1. List Your Options

Write down all possible options—even the ones that sound ridiculous. Ask:

• “What else could I do?”
• “What else, even if it seems unrealistic?”

This helps bypass your brain’s default filters and open up creative thinking. Keep in mind that we tend to think in binary terms – as in, THIS or THAT. (What if we pushed ourselves to consider THIS and THAT? Or THIS, THAT or OTHER?

Like, when I get asked if I want fries or salad with that sandwich, why not both? Even better, why not make those fries a darn poutine?? Start considering the options you have available!)

2. Set a Timeframe

• How much time do you actually have?
• Will more time improve the quality of the decision?
• Is speed more important than perfection?

Decisions that are hard to reverse usually need more time and care.

3. Determine Who Needs to Be Involved

• Are you solely responsible, or should others be consulted?
• Who is impacted if it goes wrong?
• What perspectives are you missing?
• How willing are you to own any fallout?

4. Gather Relevant Information

• Is your information up to date?
• What’s relevant vs. what’s just noise?
• How many sources do you need, based on the risk and importance?
• Do you have a preconceived notion of what you “should” do, and if so, are you avoiding contradicting information?

5. Weigh the Risks

• What are the chances this could go wrong?
• How bad would it be if it did?
• How willing/able are you to tolerate the downside?

You might also consider doing a quick SWOT analysis here:

• Strengths and Weaknesses (internal factors)
• Opportunities and Threats (external factors)

This can help clarify which option is most aligned with your current context. Also, if you’re a anxiety-riddled human (*ahem, if you could only see how hard I’m waving right now) you might want to take an extra minute to ask “ok, how likely –REALLY–is this *horrible consequence* ?”

If you decide to reorganize that report for you leadership team, how likely –REALLY—is it that you will be seen as an idiot, immediately fired, shut out of the labor market, never get another job again in your industry, need to claim bankruptcy, lose your house and all worldly possessions, be forced to move in with your mother, and eventually die alone?

(Ok, I kid….a bit…but fellow ruminators….I SEE YOU.)

6. Shared Decisions = Shared Values

If this is a team decision:

• What values do we agree on?
• Are we prioritizing quality, speed, innovation, harmony?
• Can we align on what matters most in this moment?
• What voices are being drowned out or ignored?

7. List Pros and Cons

Classic for a reason. Put each option through the pro/con wringer.

8. Make the Call

Use the 10-10-10 Rule (or the 5-5-5 version if you prefer):

• How will I feel about this decision in 10 minutes?
• In 10 months?
• In 10 years?

This widens your lens. Is this a short-term fix or a long-term value-aligned decision?

Final Word:

Smart leadership isn’t about making perfect decisions.

It’s about making informed, intentional ones—and being ready to course-correct if needed. Use these tools not to slow yourself down, but to build the muscle of discernment.