35,000 – that’s how many decisions the average adult supposedly makes each day.

Some of those decisions are small: What should I have for lunch today?

Some decisions have longer-lasting effects: How should I prioritize my limited resources?

While others shape the course of your life: Should I say yes to this opportunity?

It’s my birthday week – one more trip around the sun (and another +12 million decisions) behind me.

I’ve been looking back on the big decisions and experiences that shaped my year. But, being me, this led to a fascinating rabbit hole studying decision making.

Here are two key takeaways:

#1. You need a set of inputs that help you see things from multiple angles.

Interestingly, research from McKinsey & Company shows senior leaders spend roughly 40% of their time on decision-making — and those same leaders report that much of that time is viewed as ineffective.

So, how do you get to a quality, confident decision, faster?

One answer: better inputs that help you see a problem from multiple angles.

You need context:

• What are current market conditions?
• What’s happening in the broader macro environment (political, economic, etc.)?
• What’s the competition up to?
• What does the data show?

You need perspective:

• What are customers saying?
• What’s trending?
• What does my team think?
• What diverse and/or dissenting views can help you see from a different view?

You need a compass:

• What are your values, goals, and priorities?
• What constraints or tradeoffs does your brand make clear?
• What have you learned from past success or failure?

You need to pressure test:

• How will your options impact various stakeholders?
• What are the second- and third-order consequences of action?
• What has to be true for this to succeed?

You won't have all the info for every decision, but do you have what you need to make a good enough decision?

#2. The right amount of stress/pressure can improve performance and decision-making.

Research shows that performance increases with stress/pressure up to an optimal point, after which additional stress/pressure causes performance to decline.

This is referred to as the Yerkes–Dodson Law:

• Too little stress/pressure can result in low focus and low performance.
• Moderate stress/pressure typically means peak focus – your best performance (optimal).
• Too much stress/pressure can lead to overwhelm and worse performance.

It’s a sort of goldilocks zone: not too hot, not too cold, just right.

In a big organization, consequential decisions get pushed up the chain of command.

In your life, you have no hierarchy to defer to – those big decisions land on your shoulders, which can certainly be stressful.

And in ambiguity, stress/pressure are magnified, making decision fatigue all the more likely.

All this is to say: if you’re stressed out and feeling the pressure, recognize that you might not be in the best headspace to make big, consequential decisions.

So in addition to all of the inputs above (data, context, perspective, a compass)...

You also need to check in with yourself:

• What sensations do you notice in your body? (heartbeat, tension, etc.)
• How would you describe the stress/pressure you feel? (low, optimal, high)
• What can you do to moderate/optimize your stress?

Take a moment to pause & reflect. What decisions are in front of you right now? ​ How stressful does it feel? Do you have the right inputs to make a quality decision?

Actions, experiments, & things to try next. List your big decisions from the last year of your life. What stands out to you as pivotal? What did you learn? In hindsight, what inputs do you wish you had?

📫 If this sparked an idea, or if you’re feeling stuck, I’d love to hear from you. You can reply directly to this email to share what you’re working on, ask a question, or suggest topics you’d like me to cover in future newsletters. I read every response.

Until next time,

Michael

Michael Schefman | 321 Liftoff​

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