Making decisions is hard enough when you have all the information. But what about when you don’t? In most businesses, there’s rarely a perfect set of data waiting to give you a clear answer. Instead, decisions often have to be made with gaps, uncertainties, and competing opinions. And that’s where many teams get stuck. It’s easy to fall into the trap of waiting for just a little more information, another round of feedback, or a clearer picture of the risks. But hesitation has a cost. A McKinsey study found that leaders spend 37% of their time making decisions, but 61% of that time is considered ineffective. The more time spent debating and second-guessing, the more productivity takes a hit. So how do you avoid overthinking while still making smart choices? And how do you help your team do the same?
Mo’ data, mo’ problems
It’s natural to want to make the best possible decision. But at a certain point, more analysis doesn’t lead to better choices. It just leads to delays. A survey by Oracle found that 72% of business leaders feel overwhelmed by the sheer volume of data, with 86% saying it complicates decision-making. More data doesn’t always mean more clarity. Sometimes, it creates even more hesitation.
How to make the best call with limited data
You can’t eliminate uncertainty, but you can make sure it doesn’t slow you down. Here are a few ways to build confidence in your decisions without waiting for perfect information.
Set decision deadlines: If there’s no clear timeline, decisions tend to drag on indefinitely. If something needs more discussion, set a firm deadline for making a choice. Not every decision needs the same amount of time. High-impact ones might need more deliberation, but many day-to-day calls can be made quickly.
Decide what’s ‘good enough’ data: Not every decision needs a mountain of research. The key is figuring out what’s enough to move forward. If you’re launching a new feature, for example, do you really need months of customer surveys? Or would a strong pilot, early engagement data, and expert input give you what you need? Set a threshold for when you have enough to act. The right data does make a difference. Research shows that organisations with access to the right insights make decisions faster and are 16% more profitable than those stuck in slow-moving decision cycles. The challenge is knowing when you have enough to move.
Stop looking for the ‘right’ answer: Most decisions don’t come down to one correct choice. It’s often about picking the best option based on what you know now. Instead of asking whether something is guaranteed to work, ask whether it makes sense given the current information. If the risks are manageable and the potential upside is there, waiting too long can be a bigger mistake than moving forward and adjusting later.
Work with probabilities, not perfection: More data doesn’t always mean a better decision. Beyond a certain point, it just adds complexity. If an option has a strong chance of working and the risks are manageable, delaying further may not be worth it.
Helping your team move past indecision
Even if you’re confident in making decisions, your team might not be. Some hesitate because they don’t want to get it wrong. Others over-analyse every detail. Both scenarios create bottlenecks that slow progress. Fostering a more decisive team means changing both mindset and process.
Simply pushing decisions down the chain won’t work unless accountability comes with it. Delegating ownership is key, but it needs structure. Instead of asking vague questions like What should we do?, set clear parameters. Maybe ask instead What do you recommend we do? Define the boundaries of their decision-making authority, outline the non-negotiables, and provide context on why this decision matters. Making sure they see the bigger picture helps them take responsibility rather than just waiting for approval. But delegation isn’t about handing something off and hoping for the best. Regular check-ins keep things on track, providing a space to raise concerns without slowing things down.
Fear of failure is one of the biggest reasons people hesitate. If every decision feels high-stakes, teams will default to avoiding risk. Creating a culture where mistakes are seen as learning opportunities rather than career-ending moments makes a difference. This starts from the top. Leaders who openly acknowledge their own mistakes and focus on what was learned, rather than who was to blame, help shift the team’s mindset. Encouraging post-mortems after projects (not just when something goes wrong) helps teams analyse what worked and what could improve without the weight of failure attached to it.
Unclear roles can also fuel indecision. If no one knows who actually owns a decision, it’s easy to assume someone else is responsible. Defining roles upfront avoids endless back-and-forth. Who is responsible for researching and making recommendations? Who gives final approval? Who needs to be consulted? And who simply needs to be informed once the decision is made? When these roles are clear, teams stop second-guessing and start acting.
Too many options can be paralysing. If a team is stuck, help them narrow their focus. Instead of getting lost in every possible alternative, encourage them to weigh the trade-offs between two or three viable options. The discussion then shifts from endless analysis to evaluating the most practical way forward.
Decisions without deadlines tend to linger. Setting clear expectations around timelines creates a sense of urgency and keeps things moving. When a decision is particularly complex, breaking it down into smaller steps can make it more manageable. Instead of waiting to solve everything at once, tackling smaller parts of the problem can provide clarity and momentum.
Fostering open communication helps as well. If people don’t feel comfortable voicing concerns, they’re less likely to commit to decisions. Encouraging active listening and constructive feedback ensures that teams engage with different perspectives without stalling the process. The goal isn’t endless discussion, but getting to the best possible decision efficiently.
Balancing speed & accuracy
Some decisions do need more time and consideration, but too much caution can be just as costly as rushing in. The companies that get this balance right understand a few things:
- Most decisions aren’t permanent. If needed, adjustments can be made later.
- The cost of a slow decision is often higher than the cost of one that needs to be corrected.
- A culture of decisiveness makes teams more confident and adaptable over time.
Decision-making is also a key factor in company success. Research shows that ineffective decision-making leads to massive productivity losses, especially at the executive level. The ability to assess risk, act on available insights, and move forward efficiently separates top-performing businesses from those that fall behind.
Now what?
Overthinking doesn’t make decisions better. It just makes them take longer. Progress comes from making choices, learning from them, and adapting as needed. If your team struggles with indecision, start by making it easier for them to move forward. Set clear expectations, define who owns what, and reinforce the idea that most decisions can be adjusted later if needed. The best way to get better at decision-making? Make more decisions. So, what’s on your plate right now that’s waiting for a decision? And what’s stopping you from making it? As always, if you would like to bounce ideas or need help with your projects, we’re here for you:
