Making Decisions
The expensive part of a decision is rarely the decision. It is the five weeks you spent not making it, during which the problem carried on costing money and everything queued behind it stopped moving.
Most of what an owner decides can be undone. Treat those decisions as if they cannot be, and you will be slow at everything, including the handful that genuinely deserve the time.
What the model says
Jeff Bezos put this well in a letter to Amazon shareholders. Some decisions are one-way doors: walk through and you cannot come back, or coming back costs more than you can stomach. Most decisions are two-way doors. You walk through, look around, and if it is wrong you walk back out and try something else.
The test is not how important the decision feels. It is a single question: if this turns out to be wrong, what does it cost to reverse, and how long does that take? Under three months and an amount you would not lose sleep over, it is a two-way door.
Genuine one-way doors are rarer than most owners think. A long lease. Taking investment or a business partner. Selling equity. A redundancy. A capital purchase with no second-hand market. Losing your reputation with a key client. Almost everything else, including most hires, most systems and most marketing, is reversible if you notice quickly enough.
Why the confusion is expensive
Owners routinely run one-way process on two-way decisions. A week of thinking, three colleagues asked, a comparison spreadsheet, a night to sleep on it. For a decision they could unwind in a fortnight for a few hundred pounds.
The direct cost is bad enough. The indirect cost is worse, because everything behind that decision stops. Your team learns that things take a while to come back from you, so they stop bringing them, so they either guess or wait. That is how an owner becomes the bottleneck without ever meaning to.
And here is the uncomfortable half of the pattern. The same owner will sign a five-year lease in an afternoon because the agent mentioned another interested party. The genuine one-way doors are the ones taken fastest, usually under time pressure created by somebody with an interest in the answer.
A worked example
Take an owner comparing scheduling systems at about £480 a month. Five weeks: three demos, a comparison sheet, opinions from four people, a trial that nobody had time to run properly.
Do the arithmetic on being wrong. Pick the poorer system, run it three months, admit it and switch: roughly £1,440 of subscription plus perhaps twenty hours of setup wasted. Call it under £3,000, entirely survivable.
Now the arithmetic on the delay. The thing the system was meant to fix is costing about six hours a week of manual work. Five weeks is thirty hours gone, and behind that decision sit four others that did not move because the owner's attention was here. The delay costs more than the mistake would have, and that is before counting the five weeks of the owner thinking about it in the car.
The same owner, that year, signed a five-year lease inside a single afternoon. Total commitment across the term, well into six figures, with no break clause. Figures illustrative, but the shape of that year is extremely common.
Who should be making it
Reversibility also tells you whose decision it is. Two-way doors below a sensible value should not reach you at all. If your operations manager cannot choose a supplier, a rota or a piece of software without checking, you have not hired a manager, you have hired a very expensive relay.
Set the boundary by cost of reversal rather than by cost of purchase, because those are different numbers. A £4,000 piece of equipment you can sell on is a smaller commitment than an £800 contract with a two-year term. Most owners set spending limits and never think about lock-in, which is the thing that actually hurts.
Then hold the line when it goes wrong, and it will. The first time someone uses their authority and gets it wrong, what you do next decides whether anyone uses it again. Ask what they would do differently, agree the fix, leave the authority where it is. Pull it back once and every decision returns to your desk within a fortnight, permanently.
How to apply it this week
- Label the door before you start. First question, every time: one-way or two-way? Ten seconds of labelling saves days of unnecessary process.
- Put a decision date on it the moment it arrives. Not a deadline for the outcome, a date by which the decision is made. Two-way doors get days, not weeks.
- Decide at about seventy per cent of the information. On a reversible decision, the last thirty per cent usually costs more to gather than the mistake would, and you will learn more in a fortnight of doing than in a fortnight of asking.
- Give the two-way doors away with a boundary. "Anything reversible under £2,000, decide it and tell me afterwards." That single sentence removes more from an owner's week than any productivity system.
- For one-way doors, run a pre-mortem. Sit down and write the sentence "it is eighteen months on and this was a disaster, here is why." Then take counsel from someone with nothing to gain from your answer, which rules out most of the people currently advising you.
- Keep a one-page decision log. Date, decision, what you expected, what actually happened. Three months of this tells you whether you are habitually too slow, too fast, or wrong in a particular direction.
The mistake most owners make
They believe their slowness is rigour. It is usually discomfort. A reversible decision left open feels safer than a reversible decision made badly, and it is not, because the open decision is costing you every day while a bad one gets corrected in three weeks.
The second mistake is confusing deciding with announcing. Owners often decide in April and tell nobody until July, then wonder why nothing has moved. A decision nobody has been told about has not been made.
The third is judging a decision by its outcome. Sometimes a good decision produces a bad result, because the world does not co-operate. If you punish yourself, or your managers, for outcomes rather than for the quality of the reasoning at the time, everyone around you learns to make the safest possible choices, and safe choices compound into a business that never goes anywhere.
The questions to sit with
- Out of 10, how quickly do decisions actually come back out of you? Ask someone in your team the same question and compare answers.
- What decision is currently open in your head, and what is the daily cost of it staying open?
- Of the last five things you took real time over, how many were genuinely one-way doors?
- Which of the last twelve months' fast decisions were fast because you were being pressed by somebody who benefited from your speed?
This is the core of the Faster Decisions work inside Time & Owner Freedom. Speed on the reversible decisions is what buys you the time and the credibility to be genuinely careful with the handful that deserve it.
