I Need “More” To Decide. Another Myth

You’ve been working with your teams for months.

This is an essential project for the company.

Finally, you can present it to the executive team.

You’re convinced it’s time to go.

But then…

At the end of the 20 minutes you’ve been given, the axe falls.

“We need more information to decide.”

The problem?

• Finding this information will take a long time.
• You already know that this data won’t contribute much to the decision. There will still be uncertainties. As with any exciting project.
• You’re keeping an open file. Another one. Accumulation generates stress in the team.

I need “more” to decide…

The worst, ” I need more to decide ” often has nothing to do with the technical side but instead with the emotional state of the decision-makers.

Like you, they’re overloaded with files.

A lot of (important) decisions and not enough time for reflection.

It blurs their overall vision. And that’s normal…

How finding myself 30 meters above the ground completely confused my ability to act.

Last week, I climbed trees with my son.

An activity I don’t like.

Why? It takes me out of my comfort zone.

At one point, we met with a zip line perched 30/40 meters above the ground.

The safety system is very well designed. You have (zero) chance of making a mistake. (I hope.)

And yet, all the participants look very relaxed down there but become stressed once they’re on the tree doing the safety manipulations before take-off.

Everything takes longer.

Although I observed the scene from below, I didn’t do any better.

I’ve done even worse 🙂

Trying to control everything, I jammed my carabiners and had to go back down to be unblocked by one of the staff.

The expert didn’t say, “You need more time or more information.” He got me unstuck, gave me the 5 instructions again, and off I went…I eventually succeeded 🙂

So when you’re convinced, don’t give in at the first “false objection,” but…

Help your boss, the decision-makers, or yourself see things more clearly.

The trap is to try to convince by asserting our arguments.

All we can do is create more resistance.

The solution comes from the questions:

• Back to the big picture:
  • Let’s imagine for a moment that we succeed with this project. What’s in it for us?
• Find what is clear:
  • What’s already clear on the dossier?
  • What isn’t yet?
• Are we sure we know what we’re looking for?
  • What will it add to our decision if we gain this 5% of missing information?
• Reversible or irreversible.
  • What could be the worst case if we decide to launch it today? Can we cope?
  • Suppose we don’t launch it today? What are our risks?

The questions create the moment of reflection needed to see things more clearly and make better decisions.

A key competency

Knowing how to create this moment of reflection is a crucial skill. It allows us to help :

• Others to decide. A boss, a group of decision-makers…
• Or to help us make better decisions. When we evaluate a project presented to us. A personal decision (career, family…)

The more you master it, the clearer you become.

Conclusion

Sometimes, we need “more” to make a decision.

But we often hide behind this supposed “more” to avoid making a decision.

Our role is to recognize this moment and become a facilitator to unblock the situation.

Questions for you.

What are you going to do to make your next decision easier?

Related articles.

Your 3 most important decisions.
13 things I’ve learned from chess (that can be used in business and everyday life)
How To Track Your Own Decisions? A Way To Grow
Want To Make A Life-changing Decision? How Can Reading Help You?

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