Indecision Fatigue: The Real Cost of Not Making a Decision

[Music] [Music] welcome to the K newoff leadership welcome to the K newoff leadership welcome to the K newoff leadership podcast I hope our time together today podcast I hope our time together today podcast I hope our time together today helps you thrive in life and Leadership helps you thrive in life and Leadership helps you thrive in life and Leadership well today we're talking about something well today we're talking about something well today we're talking about something you may never have heard of cuz I hadn't you may never have heard of cuz I hadn't you may never have heard of cuz I hadn't but I've been thinking about it a lot but I've been thinking about it a lot but I've been thinking about it a lot and I realized it has actually cost me and I realized it has actually cost me and I realized it has actually cost me at times in leadership it's not decision at times in leadership it's not decision at times in leadership it's not decision fatigue it's actually called indecision fatigue it's actually called indecision fatigue it's actually called indecision fatigue now you've all heard about fatigue now you've all heard about fatigue now you've all heard about decision fatigue right decision fatigue decision fatigue right decision fatigue decision fatigue right decision fatigue is one of the reasons why Steve Jobs is one of the reasons why Steve Jobs is one of the reasons why Steve Jobs wore the same outfit every day it's why wore the same outfit every day it's why wore the same outfit every day it's why Mark Zuckerberg does the same and it's Mark Zuckerberg does the same and it's Mark Zuckerberg does the same and it's one of the reasons successful leaders one of the reasons successful leaders one of the reasons successful leaders often eat at the same restaurants or the often eat at the same restaurants or the often eat at the same restaurants or the same food every day or they have very same food every day or they have very same food every day or they have very rigid morning routines but the fewer rigid morning routines but the fewer rigid morning routines but the fewer decisions here's the principle the fewer decisions here's the principle the fewer decisions here's the principle the fewer decisions you have to make about small decisions you have to make about small decisions you have to make about small things the more mental energy you have things the more mental energy you have things the more mental energy you have for big things today I want to talk for big things today I want to talk for big things today I want to talk about something that doesn't get nearly about something that doesn't get nearly about something that doesn't get nearly enough attention and I kind of made up enough attention and I kind of made up enough attention and I kind of made up the phrase indecision fatigue the phrase indecision fatigue the phrase indecision fatigue now the reality most leadership books now the reality most leadership books now the reality most leadership books won't tell you is that not making a won't tell you is that not making a won't tell you is that not making a decision is often far more exhausting decision is often far more exhausting decision is often far more exhausting than making one further the cost of than making one further the cost of than making one further the cost of indecision isn't just personal it's indecision isn't just personal it's indecision isn't just personal it's organizational so we're going to go organizational so we're going to go organizational so we're going to go there today and before we dive in I want there today and before we dive in I want there today and before we dive in I want you to know first of all thank you so you to know first of all thank you so you to know first of all thank you so much for tuning in really glad that much for tuning in really glad that much for tuning in really glad that you're listening if you're new here you're listening if you're new here you're listening if you're new here thank you for joining us uh we consider thank you for joining us uh we consider thank you for joining us uh we consider it an honor and a privilege that we get it an honor and a privilege that we get it an honor and a privilege that we get to spend time together like like this to spend time together like like this to spend time together like like this and I want to make sure that you get

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meta share. glue. us that's meta share. meta share. glue. us that's meta share. gl. us to see how meta share can work gl. us to see how meta share can work gl. us to see how meta share can work for you and today's episode is brought for you and today's episode is brought for you and today's episode is brought to you by 10x10 if you're wondering how to you by 10x10 if you're wondering how to you by 10x10 if you're wondering how you can draw more young people and their you can draw more young people and their you can draw more young people and their families to your church well listen in families to your church well listen in families to your church well listen in working with the Barna group our friends working with the Barna group our friends working with the Barna group our friends at 10x10 have developed a free easyto at 10x10 have developed a free easyto at 10x10 have developed a free easyto use template that helps your leadership use template that helps your leadership use template that helps your leadership team develop fresh ideas to connect with team develop fresh ideas to connect with team develop fresh ideas to connect with young people that leverage your Church's young people that leverage your Church's young people that leverage your Church's unique strengths you can get this free unique strengths you can get this free unique strengths you can get this free Resource as well as ongoing monthly Resource as well as ongoing monthly Resource as well as ongoing monthly updates about what you need to know updates about what you need to know updates about what you need to know about gen Z by going to 10 by 10.org about gen Z by going to 10 by 10.org about gen Z by going to 10 by 10.org senior leer that's senior leer that's senior leer that's tx10 orgor leer where you can learn more tx10 orgor leer where you can learn more tx10 orgor leer where you can learn more and now to today's teaching one I'm and now to today's teaching one I'm and now to today's teaching one I'm really excited about so let's think really excited about so let's think really excited about so let's think about the weight of an unmade decision about the weight of an unmade decision about the weight of an unmade decision so think about I'd love for you to do so think about I'd love for you to do so think about I'd love for you to do this think about the decision you have this think about the decision you have this think about the decision you have to make but have been putting off for a to make but have been putting off for a to make but have been putting off for a little while okay maybe it's been little while okay maybe it's been little while okay maybe it's been sitting in your inbox and you've been sitting in your inbox and you've been sitting in your inbox and you've been meaning to review it but every time you meaning to review it but every time you meaning to review it but every time you see it you're brain does a little dance see it you're brain does a little dance see it you're brain does a little dance you think okay I should look at that but you think okay I should look at that but you think okay I should look at that but then I need more data and I'm not really then I need more data and I'm not really then I need more data and I'm not really sure I have the time and maybe I should sure I have the time and maybe I should sure I have the time and maybe I should talk to the team first right get some talk to the team first right get some talk to the team first right get some input but Gathering everybody's going to input but Gathering everybody's going to input but Gathering everybody's going to take some time look and then what do you take some time look and then what do you take some time look and then what do you do you do nothing you just leave it do you do nothing you just leave it do you do nothing you just leave it there and you go well I'll deal with there and you go well I'll deal with there and you go well I'll deal with that tomorrow I'll deal with that this that tomorrow I'll deal with that this that tomorrow I'll deal with that this afternoon now if that sounds familiar I afternoon now if that sounds familiar I afternoon now if that sounds familiar I got news for you the mental Loop that got news for you the mental Loop that got news for you the mental Loop that that involves is not free each time you

that involves is not free each time you that involves is not free each time you revisit an unmade decision you're revisit an unmade decision you're revisit an unmade decision you're spending cognitive resources and your spending cognitive resources and your spending cognitive resources and your energy that's energy that could be energy that's energy that could be energy that's energy that could be redirected toward moving your mission redirected toward moving your mission redirected toward moving your mission forward and there's actually a little forward and there's actually a little forward and there's actually a little bit of science behind indecision fatigue bit of science behind indecision fatigue bit of science behind indecision fatigue if you think about it indecision if you think about it indecision if you think about it indecision requires more cognitive resources and requires more cognitive resources and requires more cognitive resources and energy than decision making okay when energy than decision making okay when energy than decision making okay when you're in a state of indecision your you're in a state of indecision your you're in a state of indecision your brain is essentially running multiple brain is essentially running multiple brain is essentially running multiple simulations simultaneously trying to simulations simultaneously trying to simulations simultaneously trying to predict very ious outcomes and their predict very ious outcomes and their predict very ious outcomes and their consequences and then you shove it and consequences and then you shove it and consequences and then you shove it and then you come back to it again and you then you come back to it again and you then you come back to it again and you repeat the whole exercise again and repeat the whole exercise again and repeat the whole exercise again and again sometimes this takes days again sometimes this takes days again sometimes this takes days sometimes let's be honest you're doing sometimes let's be honest you're doing sometimes let's be honest you're doing it for months or even years now that it for months or even years now that it for months or even years now that constant mental juggling act doesn't constant mental juggling act doesn't constant mental juggling act doesn't just Tire you out it creates a state of just Tire you out it creates a state of just Tire you out it creates a state of chronic stress the American chronic stress the American chronic stress the American Psychological Association by the way has Psychological Association by the way has Psychological Association by the way has found that uncertain situations trigger found that uncertain situations trigger found that uncertain situations trigger a more intense stress response than a more intense stress response than a more intense stress response than predictable negative outcomes in other predictable negative outcomes in other predictable negative outcomes in other words think through this for a minute words think through this for a minute words think through this for a minute okay there's less stress in knowing okay there's less stress in knowing okay there's less stress in knowing something bad is coming down the pipe something bad is coming down the pipe something bad is coming down the pipe than an in decision there's more stress than an in decision there's more stress than an in decision there's more stress in not making a decision than making one in not making a decision than making one in not making a decision than making one that probably is the wrong decision now that probably is the wrong decision now that probably is the wrong decision now I'm not telling you make wrong decisions I'm not telling you make wrong decisions I'm not telling you make wrong decisions but it's crazy that indecision triggers but it's crazy that indecision triggers but it's crazy that indecision triggers that kind of stress there's also not that kind of stress there's also not that kind of stress there's also not just the personal cost on you there's an

just the personal cost on you there's an just the personal cost on you there's an organizational cost of maybe later and organizational cost of maybe later and organizational cost of maybe later and this is where it gets interesting and this is where it gets interesting and this is where it gets interesting and costly indecision doesn't just affect costly indecision doesn't just affect costly indecision doesn't just affect you as a leader it creates a cascading you as a leader it creates a cascading you as a leader it creates a cascading effect throughout your organization effect throughout your organization effect throughout your organization indecision for example is a momentum indecision for example is a momentum indecision for example is a momentum killer when decisions stall at the top killer when decisions stall at the top killer when decisions stall at the top the entire organization slows down your the entire organization slows down your the entire organization slows down your team can't move forward resources stay team can't move forward resources stay team can't move forward resources stay unallocated and opportunities slip away unallocated and opportunities slip away unallocated and opportunities slip away I had this as a problem in our church as I had this as a problem in our church as I had this as a problem in our church as we tried to break the thousand we tried to break the thousand we tried to break the thousand attendance barrier I kept putting off attendance barrier I kept putting off attendance barrier I kept putting off decisions why because I needed more decisions why because I needed more decisions why because I needed more information because I got to include my information because I got to include my information because I got to include my team and well so and so's on vacation team and well so and so's on vacation team and well so and so's on vacation now and it was a real challenge for me now and it was a real challenge for me now and it was a real challenge for me and you know what happened in in my case and you know what happened in in my case and you know what happened in in my case in leadership is I think it took us in leadership is I think it took us in leadership is I think it took us another year or perhaps two years to another year or perhaps two years to another year or perhaps two years to cross the Thousand barrier because I got cross the Thousand barrier because I got cross the Thousand barrier because I got paralyzed by indecision fatigue among paralyzed by indecision fatigue among paralyzed by indecision fatigue among other things okay so there's an other things okay so there's an other things okay so there's an organizational cost second thing that organizational cost second thing that organizational cost second thing that happens it's a trust eroder your best happens it's a trust eroder your best happens it's a trust eroder your best people especially your early adopters people especially your early adopters people especially your early adopters and innovators they need Clarity in and innovators they need Clarity in and innovators they need Clarity in order to thrive and when they bring order to thrive and when they bring order to thrive and when they bring ideas to the table and they're met with ideas to the table and they're met with ideas to the table and they're met with constant deliberation rather than constant deliberation rather than constant deliberation rather than Direction they learn to stop bringing Direction they learn to stop bringing Direction they learn to stop bringing their ideas all together they get their ideas all together they get their ideas all together they get frustrated by your indecision it's also frustrated by your indecision it's also frustrated by your indecision it's also a resource drain while you're a resource drain while you're a resource drain while you're deliberating think about it your deliberating think about it your deliberating think about it your organization is still spending time organization is still spending time organization is still spending time money and energizing doing what money and energizing doing what money and energizing doing what maintaining the status quo which might

maintaining the status quo which might maintaining the status quo which might not be ideal or it's spending dollars not be ideal or it's spending dollars not be ideal or it's spending dollars and time keeping multiple options open and time keeping multiple options open and time keeping multiple options open or going in the wrong direction that or going in the wrong direction that or going in the wrong direction that you're going to correct if you make the you're going to correct if you make the you're going to correct if you make the decision it's also got a cultural impact decision it's also got a cultural impact decision it's also got a cultural impact indecision at the leadership level often indecision at the leadership level often indecision at the leadership level often creates a culture of hesitation creates a culture of hesitation creates a culture of hesitation throughout the organization if the boss throughout the organization if the boss throughout the organization if the boss is a little bit like oh I don't really is a little bit like oh I don't really is a little bit like oh I don't really know that trickles down your teams can know that trickles down your teams can know that trickles down your teams can become risk averse Innovation starts to become risk averse Innovation starts to become risk averse Innovation starts to slow down and a wait and see mentality slow down and a wait and see mentality slow down and a wait and see mentality takes takes takes route finally you're going to get an route finally you're going to get an route finally you're going to get an early adopter Exodus probably one of the early adopter Exodus probably one of the early adopter Exodus probably one of the worst side effects of indecision is worst side effects of indecision is worst side effects of indecision is losing early adopters these are the losing early adopters these are the losing early adopters these are the people who drive innovation in your people who drive innovation in your people who drive innovation in your organization they're the ones who see organization they're the ones who see organization they're the ones who see opportunities first they've got a bias opportunities first they've got a bias opportunities first they've got a bias toward the other thing you need to know toward the other thing you need to know toward the other thing you need to know about early adopters is that they have a about early adopters is that they have a about early adopters is that they have a unique trait they're actually unique trait they're actually unique trait they're actually comfortable with imperfect information comfortable with imperfect information comfortable with imperfect information they understand that in today's they understand that in today's they understand that in today's fast-paced world waiting for perfect fast-paced world waiting for perfect fast-paced world waiting for perfect clarity often means missing a great clarity often means missing a great clarity often means missing a great opportunity and when these team members opportunity and when these team members opportunity and when these team members bring forward initiatives and they're bring forward initiatives and they're bring forward initiatives and they're met with constant indecision they don't met with constant indecision they don't met with constant indecision they don't just get frustrated they leave they're just get frustrated they leave they're just get frustrated they leave they're gone they'll seek out organizations gone they'll seek out organizations gone they'll seek out organizations where decisions happen and if you won't where decisions happen and if you won't where decisions happen and if you won't lead them somebody else will so what do lead them somebody else will so what do lead them somebody else will so what do you do to break the indecision cycle I you do to break the indecision cycle I you do to break the indecision cycle I think you're motivated now and if you're think you're motivated now and if you're think you're motivated now and if you're a procrastinator if you don't like a procrastinator if you don't like a procrastinator if you don't like making decisions how do you break free making decisions how do you break free making decisions how do you break free from decision paralysis well I want to

from decision paralysis well I want to from decision paralysis well I want to share with you four strategies that I share with you four strategies that I share with you four strategies that I found effective first one super simple found effective first one super simple found effective first one super simple to do a lot of people don't do it set to do a lot of people don't do it set to do a lot of people don't do it set decision deadlines for any significant decision deadlines for any significant decision deadlines for any significant decision here's what you do establish a decision here's what you do establish a decision here's what you do establish a clear timeline upfront this doesn't mean clear timeline upfront this doesn't mean clear timeline upfront this doesn't mean like you got to make the decision right like you got to make the decision right like you got to make the decision right now but you have to decide when and how now but you have to decide when and how now but you have to decide when and how the decision will be made so the best the decision will be made so the best the decision will be made so the best way to do this put a date on the way to do this put a date on the way to do this put a date on the calendar even better have designated calendar even better have designated calendar even better have designated decision times and meetings in other decision times and meetings in other decision times and meetings in other words you meet with leadership team words you meet with leadership team words you meet with leadership team every week or every other week that's a every week or every other week that's a every week or every other week that's a leadership decision uh that's going to leadership decision uh that's going to leadership decision uh that's going to happen Thursday at 11:00 a.m. when our happen Thursday at 11:00 a.m. when our happen Thursday at 11:00 a.m. when our leadership team makes you just make the leadership team makes you just make the leadership team makes you just make the decision you know by decision you know by decision you know by lunch on Thursday you're going to have a lunch on Thursday you're going to have a lunch on Thursday you're going to have a decision or set aside an hour every decision or set aside an hour every decision or set aside an hour every Monday morning to work through your Monday morning to work through your Monday morning to work through your pending decisions and of course if it's pending decisions and of course if it's pending decisions and of course if it's a big decision and you're going to need a big decision and you're going to need a big decision and you're going to need more time than just your normal workflow more time than just your normal workflow more time than just your normal workflow Circle a date on the calendar and decide Circle a date on the calendar and decide Circle a date on the calendar and decide 3 weeks from now we're going to make the 3 weeks from now we're going to make the 3 weeks from now we're going to make the call I have 3 weeks to get all the data call I have 3 weeks to get all the data call I have 3 weeks to get all the data 3 weeks to get all the input and by the 3 weeks to get all the input and by the 3 weeks to get all the input and by the end of the month by the beginning of the end of the month by the beginning of the end of the month by the beginning of the month whatever it is on this date I am month whatever it is on this date I am month whatever it is on this date I am making the call that way you can back making the call that way you can back making the call that way you can back filp by gathering the data you need filp by gathering the data you need filp by gathering the data you need Consulting key stakeholders and then Consulting key stakeholders and then Consulting key stakeholders and then deciding when you're going to decide deciding when you're going to decide deciding when you're going to decide along the way you're going to run into along the way you're going to run into along the way you're going to run into more challenges but you need to keep more challenges but you need to keep more challenges but you need to keep going now if you run into challenges you going now if you run into challenges you going now if you run into challenges you might say well the date's coming up but might say well the date's coming up but might say well the date's coming up but I still need more information if that's

I still need more information if that's I still need more information if that's the case you need to define a good the case you need to define a good the case you need to define a good enough threshold because you're living enough threshold because you're living enough threshold because you're living in a world where on most decisions in a world where on most decisions in a world where on most decisions you're never going to get perfect you're never going to get perfect you're never going to get perfect information and that leads us to the information and that leads us to the information and that leads us to the second thing you can do is to find your second thing you can do is to find your second thing you can do is to find your good enough threshold perfect good enough threshold perfect good enough threshold perfect information is a myth as I always say to information is a myth as I always say to information is a myth as I always say to leaders if you're waiting for perfect leaders if you're waiting for perfect leaders if you're waiting for perfect conditions you will wait forever the conditions you will wait forever the conditions you will wait forever the same applies to decisions so instead same applies to decisions so instead same applies to decisions so instead you've got to Define what good enough you've got to Define what good enough you've got to Define what good enough looks like for each type of decision looks like for each type of decision looks like for each type of decision what are the minimal data points you what are the minimal data points you what are the minimal data points you need what level of certainty do you need what level of certainty do you need what level of certainty do you think is actually necessary and to do think is actually necessary and to do think is actually necessary and to do that effectively you may want to embrace that effectively you may want to embrace that effectively you may want to embrace the 4070 Rule now this is something I the 4070 Rule now this is something I the 4070 Rule now this is something I only learned about recently but colon only learned about recently but colon only learned about recently but colon Powell made it famous when he was in the Powell made it famous when he was in the Powell made it famous when he was in the US senior government and he says you US senior government and he says you US senior government and he says you should make decisions when you have should make decisions when you have should make decisions when you have between 40 and 70% of the information between 40 and 70% of the information between 40 and 70% of the information you think you need I know even saying you think you need I know even saying you think you need I know even saying that out loud is making some of you that out loud is making some of you that out loud is making some of you nervous if it's less than 40% it's too nervous if it's less than 40% it's too nervous if it's less than 40% it's too risky if it's more than 70% the risky if it's more than 70% the risky if it's more than 70% the opportunity may be gone between 40 and opportunity may be gone between 40 and opportunity may be gone between 40 and 70% make the call now you think about it 70% make the call now you think about it 70% make the call now you think about it he's a general in he's a general in he's a general in battle you don't have all the battle you don't have all the battle you don't have all the information you got to make important information you got to make important information you got to make important decisions so I know some of you are decisions so I know some of you are decisions so I know some of you are nervous right now and you're saying okay nervous right now and you're saying okay nervous right now and you're saying okay well what if I make a mistake don't I well what if I make a mistake don't I well what if I make a mistake don't I need 90% well think about it there are need 90% well think about it there are need 90% well think about it there are two types of two types of two types of decisions reversible decisions and decisions reversible decisions and decisions reversible decisions and irreversible decisions and that's irreversible decisions and that's irreversible decisions and that's another framework so you got the 4070

another framework so you got the 4070 another framework so you got the 4070 rule but now some decisions are rule but now some decisions are rule but now some decisions are reversible some are irreversible and reversible some are irreversible and reversible some are irreversible and Jeff Bezos talked about them founder of Jeff Bezos talked about them founder of Jeff Bezos talked about them founder of Amazon as type one irreversible and type Amazon as type one irreversible and type Amazon as type one irreversible and type two reversible decisions so what you two reversible decisions so what you two reversible decisions so what you want to do is you want to make want to do is you want to make want to do is you want to make reversible decisions as soon as possible reversible decisions as soon as possible reversible decisions as soon as possible and irreversible decisions as late as and irreversible decisions as late as and irreversible decisions as late as possible you want to put more time on possible you want to put more time on possible you want to put more time on the calendar for an irreversible the calendar for an irreversible the calendar for an irreversible decision when a decision is rever decision when a decision is rever decision when a decision is rever versible make them fast your biggest versible make them fast your biggest versible make them fast your biggest risk then is dragging your feet and not risk then is dragging your feet and not risk then is dragging your feet and not making a decision and the cost to making a decision and the cost to making a decision and the cost to acquire additional information isn't acquire additional information isn't acquire additional information isn't worth the effort when decisions are worth the effort when decisions are worth the effort when decisions are irreversible yeah then you need the data irreversible yeah then you need the data irreversible yeah then you need the data okay the biggest risk is making the okay the biggest risk is making the okay the biggest risk is making the wrong decision the cost of getting the wrong decision the cost of getting the wrong decision the cost of getting the information you need um is probably information you need um is probably information you need um is probably worth the time and the effort you want worth the time and the effort you want worth the time and the effort you want to be closer to 70% at that time of the to be closer to 70% at that time of the to be closer to 70% at that time of the information you need so you got to ask information you need so you got to ask information you need so you got to ask yourself do I have a reversible decision yourself do I have a reversible decision yourself do I have a reversible decision or an irreversible decision for example or an irreversible decision for example or an irreversible decision for example changing a service time at your church changing a service time at your church changing a service time at your church probably a type one decision if it probably a type one decision if it probably a type one decision if it doesn't work well you can flip it back doesn't work well you can flip it back doesn't work well you can flip it back and try something new a few months down and try something new a few months down and try something new a few months down the road hey we tried an 8 A.M service the road hey we tried an 8 A.M service the road hey we tried an 8 A.M service in the spring we're going to recalibrate in the spring we're going to recalibrate in the spring we're going to recalibrate in September we're rolling out something in September we're rolling out something in September we're rolling out something new what if you're hiring a teaching or new what if you're hiring a teaching or new what if you're hiring a teaching or executive Pastor well you can always executive Pastor well you can always executive Pastor well you can always fire them but that's a little bit more fire them but that's a little bit more fire them but that's a little bit more like a type two decision cuz you're not like a type two decision cuz you're not like a type two decision cuz you're not hiring someone hoping to fire them 6 hiring someone hoping to fire them 6 hiring someone hoping to fire them 6 months down down the road it's not months down down the road it's not months down down the road it's not totally irreversible but it is very

totally irreversible but it is very totally irreversible but it is very expensive it's expensive relationally expensive it's expensive relationally expensive it's expensive relationally it's expensive financially so on that it's expensive financially so on that it's expensive financially so on that one don't procrastinate take your time one don't procrastinate take your time one don't procrastinate take your time treat it more like an irreversible treat it more like an irreversible treat it more like an irreversible decision so let's go rapid fire and decision so let's go rapid fire and decision so let's go rapid fire and think about what are type one and type think about what are type one and type think about what are type one and type two decisions just so that framework is two decisions just so that framework is two decisions just so that framework is clear in your head merging with another clear in your head merging with another clear in your head merging with another church type one take your time to church type one take your time to church type one take your time to unmerge is very difficult where to have unmerge is very difficult where to have unmerge is very difficult where to have lunch type two I mean I have seen email lunch type two I mean I have seen email lunch type two I mean I have seen email threads between people who are like 17 threads between people who are like 17 threads between people who are like 17 emails about where and when to have emails about where and when to have emails about where and when to have lunch just pick a time okay it doesn't lunch just pick a time okay it doesn't lunch just pick a time okay it doesn't matter way too many leaders spend way matter way too many leaders spend way matter way too many leaders spend way too much time thinking about things that too much time thinking about things that too much time thinking about things that are reversible okay just commit if you are reversible okay just commit if you are reversible okay just commit if you picked a bad restaurant who cares how picked a bad restaurant who cares how picked a bad restaurant who cares how about this one committing to a about this one committing to a about this one committing to a denomination or leaving a denomination denomination or leaving a denomination denomination or leaving a denomination well that is a type one decision I mean well that is a type one decision I mean well that is a type one decision I mean you can always leave at a nomination or you can always leave at a nomination or you can always leave at a nomination or you can join one and then leave but it's you can join one and then leave but it's you can join one and then leave but it's it's more permanent all right how about it's more permanent all right how about it's more permanent all right how about shifting staff roles or responsibilities shifting staff roles or responsibilities shifting staff roles or responsibilities surprise I'm going to say that's often a surprise I'm going to say that's often a surprise I'm going to say that's often a type two because if it didn't work out type two because if it didn't work out type two because if it didn't work out with this person in this new role with this person in this new role with this person in this new role they're a long-term player you can they're a long-term player you can they're a long-term player you can always reverse it what about trying a always reverse it what about trying a always reverse it what about trying a new sermon series or format or theme new sermon series or format or theme new sermon series or format or theme well I think that's a type too if it well I think that's a type too if it well I think that's a type too if it doesn't work don't do it again okay how doesn't work don't do it again okay how doesn't work don't do it again okay how about making a substantial Financial about making a substantial Financial about making a substantial Financial investment in a new technology platform investment in a new technology platform investment in a new technology platform for example maybe you're changing your for example maybe you're changing your for example maybe you're changing your CRM where all the data for your church CRM where all the data for your church CRM where all the data for your church is stored is stored is stored again not irreversible it's probably again not irreversible it's probably again not irreversible it's probably type one okay really hard to undo and

type one okay really hard to undo and type one okay really hard to undo and redo all the equipment and training redo all the equipment and training redo all the equipment and training you've invested most people will live you've invested most people will live you've invested most people will live with the tech Investments they've made with the tech Investments they've made with the tech Investments they've made for years to come okay so you see that for years to come okay so you see that for years to come okay so you see that type two decisions make it even with as type two decisions make it even with as type two decisions make it even with as little as 40% of the information type little as 40% of the information type little as 40% of the information type one decision want to take a little bit one decision want to take a little bit one decision want to take a little bit longer be a lot more certain now if you longer be a lot more certain now if you longer be a lot more certain now if you start implementing this what will you start implementing this what will you start implementing this what will you have you'll have a decision ready have you'll have a decision ready have you'll have a decision ready culture the ultimate goal isn't just to culture the ultimate goal isn't just to culture the ultimate goal isn't just to make better decisions yourself it's to make better decisions yourself it's to make better decisions yourself it's to create an organization capable of making create an organization capable of making create an organization capable of making quicker pivots and better decisions so quicker pivots and better decisions so quicker pivots and better decisions so this means empowering your team you want this means empowering your team you want this means empowering your team you want to clearly communicate which decisions to clearly communicate which decisions to clearly communicate which decisions can be made at which level you might can be made at which level you might can be made at which level you might even want to create a clearer framework even want to create a clearer framework even want to create a clearer framework so provide decision-making tools and so provide decision-making tools and so provide decision-making tools and criteria where maybe you're like these criteria where maybe you're like these criteria where maybe you're like these are type one decisions these are type are type one decisions these are type are type one decisions these are type two decisions you can do that another two decisions you can do that another two decisions you can do that another thing you can do is celebrate both thing you can do is celebrate both thing you can do is celebrate both successes and learning opportunity when successes and learning opportunity when successes and learning opportunity when decisions don't work out focus on the decisions don't work out focus on the decisions don't work out focus on the learning rather than the failure because learning rather than the failure because learning rather than the failure because if you jump down the throat of your team if you jump down the throat of your team if you jump down the throat of your team and you're like well you made a bad and you're like well you made a bad and you're like well you made a bad decision and that's terrible they're not decision and that's terrible they're not decision and that's terrible they're not going to make decisions they'll go back going to make decisions they'll go back going to make decisions they'll go back to a state of paralysis the other thing to a state of paralysis the other thing to a state of paralysis the other thing you want to do is you want to make you want to do is you want to make you want to do is you want to make decision making visible all right so you decision making visible all right so you decision making visible all right so you want to explain how you made the want to explain how you made the want to explain how you made the decision why you made the decision not decision why you made the decision not decision why you made the decision not just what was decided and you want to just what was decided and you want to just what was decided and you want to measure the cost of indecision to make measure the cost of indecision to make measure the cost of indecision to make this concrete if you really really need this concrete if you really really need this concrete if you really really need motivation for your next major decision motivation for your next major decision motivation for your next major decision track a few things track the minutes or track a few things track the minutes or track a few things track the minutes or hours spent repeatedly discussing the

hours spent repeatedly discussing the hours spent repeatedly discussing the same decision you know where it goes same decision you know where it goes same decision you know where it goes from meeting one to meeting two to from meeting one to meeting two to from meeting one to meeting two to meeting 8 to meeting 12 it's like have meeting 8 to meeting 12 it's like have meeting 8 to meeting 12 it's like have you ever like done the the cost of you ever like done the the cost of you ever like done the the cost of having all those people in the room to having all those people in the room to having all those people in the room to make a decision that you didn't make so make a decision that you didn't make so make a decision that you didn't make so not only do you have the minutes or not only do you have the minutes or not only do you have the minutes or hours spent repeatedly endlessly hours spent repeatedly endlessly hours spent repeatedly endlessly discussing the same issue but you've got discussing the same issue but you've got discussing the same issue but you've got the opportunities you lost while you the opportunities you lost while you the opportunities you lost while you were deliberating right there were other were deliberating right there were other were deliberating right there were other things you could have been doing sa of things you could have been doing sa of things you could have been doing sa of your opportunity cost and it's going to your opportunity cost and it's going to your opportunity cost and it's going to have an impact on team morale and have an impact on team morale and have an impact on team morale and momentum people will get discouraged momentum people will get discouraged momentum people will get discouraged they'll get used to the really really they'll get used to the really really they'll get used to the really really slow pace and you don't want that you slow pace and you don't want that you slow pace and you don't want that you don't want that as a leader so what is don't want that as a leader so what is don't want that as a leader so what is the path forward well remember the goal the path forward well remember the goal the path forward well remember the goal isn't to make perfect decisions it's to isn't to make perfect decisions it's to isn't to make perfect decisions it's to make timely directionally correct make timely directionally correct make timely directionally correct decisions that keep your organization decisions that keep your organization decisions that keep your organization moving forward a few guidelines to recap moving forward a few guidelines to recap moving forward a few guidelines to recap make the decision as soon as it can be make the decision as soon as it can be make the decision as soon as it can be made not as soon as possible but as soon made not as soon as possible but as soon made not as soon as possible but as soon as you have your good enough threshold as you have your good enough threshold as you have your good enough threshold of information communicate clearly and of information communicate clearly and of information communicate clearly and quickly even if the decision is we need quickly even if the decision is we need quickly even if the decision is we need two more weeks to decide Make That two more weeks to decide Make That two more weeks to decide Make That explicit let people know about the data explicit let people know about the data explicit let people know about the data in the calendar and go learn from the in the calendar and go learn from the in the calendar and go learn from the process after significant decisions process after significant decisions process after significant decisions conduct a brief maybe even decision conduct a brief maybe even decision conduct a brief maybe even decision review what made it hard to decide how review what made it hard to decide how review what made it hard to decide how could I streamline how could we could I streamline how could we could I streamline how could we streamline similar decisions in the streamline similar decisions in the streamline similar decisions in the future future and then this is going to future future and then this is going to future future and then this is going to be really important build your be really important build your be really important build your decision-making muscle like any skill decision-making muscle like any skill decision-making muscle like any skill decision- making improves with conscious

decision- making improves with conscious decision- making improves with conscious practice so be kind to yourself and practice so be kind to yourself and practice so be kind to yourself and realize you're only going to get better realize you're only going to get better realize you're only going to get better at this so the next time you find at this so the next time you find at this so the next time you find yourself in decision limbo remember the yourself in decision limbo remember the yourself in decision limbo remember the cost of indecision is often higher than cost of indecision is often higher than cost of indecision is often higher than the cost of an imperfect decision your the cost of an imperfect decision your the cost of an imperfect decision your team isn't looking for Perfection team isn't looking for Perfection team isn't looking for Perfection they're looking for direction they're they're looking for direction they're they're looking for direction they're looking for movement they're looking for looking for movement they're looking for looking for movement they're looking for leadership and if you can't provide it leadership and if you can't provide it leadership and if you can't provide it they will find someone else who will the they will find someone else who will the they will find someone else who will the most successful leaders I know aren't most successful leaders I know aren't most successful leaders I know aren't necessarily the ones who make the best necessarily the ones who make the best necessarily the ones who make the best decisions they're the ones who make decisions they're the ones who make decisions they're the ones who make decisions and then work through decisive decisions and then work through decisive decisions and then work through decisive action and clear communication and if action and clear communication and if action and clear communication and if they make a mistake they pick it up and they make a mistake they pick it up and they make a mistake they pick it up and they try again in the future so stop they try again in the future so stop they try again in the future so stop letting indecision fatigue drain your letting indecision fatigue drain your letting indecision fatigue drain your energy and slow your organization make energy and slow your organization make energy and slow your organization make the call move forward adjust as needed the call move forward adjust as needed the call move forward adjust as needed your team will thank you as an your team will thank you as an your team will thank you as an organization you're going to thrive as I organization you're going to thrive as I organization you're going to thrive as I discovered early in leadership action discovered early in leadership action discovered early in leadership action creates traction so remember in the time creates traction so remember in the time creates traction so remember in the time you spend worrying about making the you spend worrying about making the you spend worrying about making the wrong decision you could have made a wrong decision you could have made a wrong decision you could have made a decision learn from it and adjusted decision learn from it and adjusted decision learn from it and adjusted course already twice so what I want you course already twice so what I want you course already twice so what I want you to do as we wrap up is identify a to do as we wrap up is identify a to do as we wrap up is identify a decision that you've been putting off decision that you've been putting off decision that you've been putting off the one sitting in your inbox Weighing the one sitting in your inbox Weighing the one sitting in your inbox Weighing on your mind the one on the agenda that on your mind the one on the agenda that on your mind the one on the agenda that never gets crossed off never gets crossed off never gets crossed off make it today okay your future self will make it today okay your future self will make it today okay your future self will thank you and if one of the decisions thank you and if one of the decisions thank you and if one of the decisions you've been stewing over for a long time you've been stewing over for a long time you've been stewing over for a long time is joining my art of leadership academy

is joining my art of leadership academy is joining my art of leadership academy or one of my courses well maybe now's or one of my courses well maybe now's or one of my courses well maybe now's the time to make the call I'd love to the time to make the call I'd love to the time to make the call I'd love to invite you into my private online invite you into my private online invite you into my private online community where you can engage and grow community where you can engage and grow community where you can engage and grow with other leaders who are committed to with other leaders who are committed to with other leaders who are committed to Leading healthy growing churches and Leading healthy growing churches and Leading healthy growing churches and guess what it's not a type one decision guess what it's not a type one decision guess what it's not a type one decision it's a type two it's reversible okay you it's a type two it's reversible okay you it's a type two it's reversible okay you can get your money back anytime in the can get your money back anytime in the can get your money back anytime in the first 30 days no questions asked so no first 30 days no questions asked so no first 30 days no questions asked so no need to put that decision off here's need to put that decision off here's need to put that decision off here's what you get through comprehensive what you get through comprehensive what you get through comprehensive courses through live coaching calls and courses through live coaching calls and courses through live coaching calls and a forum to ask any leadership question a forum to ask any leadership question a forum to ask any leadership question you have you'll discover new strategies you have you'll discover new strategies you have you'll discover new strategies build practical day-to-day skills and build practical day-to-day skills and build practical day-to-day skills and get immediate feedback from other get immediate feedback from other get immediate feedback from other leaders who have led through exactly the leaders who have led through exactly the leaders who have led through exactly the same challenges and opportunities you same challenges and opportunities you same challenges and opportunities you are facing so you got a choice you can are facing so you got a choice you can are facing so you got a choice you can keep learning from your own mistakes or keep learning from your own mistakes or keep learning from your own mistakes or you can FastTrack your growth and learn you can FastTrack your growth and learn you can FastTrack your growth and learn directly from people who have been in directly from people who have been in directly from people who have been in your shoes before including me when I your shoes before including me when I your shoes before including me when I show up in the community which is most show up in the community which is most show up in the community which is most days every week it isn't a team member days every week it isn't a team member days every week it isn't a team member or a bot it's actually me so what do you or a bot it's actually me so what do you or a bot it's actually me so what do you say if you want to stop making excuses say if you want to stop making excuses say if you want to stop making excuses and start on a FastTrack to growth visit and start on a FastTrack to growth visit and start on a FastTrack to growth visit the artof leadership academy.com again the artof leadership academy.com again the artof leadership academy.com again that is the artof leadership academy.com that is the artof leadership academy.com that is the artof leadership academy.com to learn more and join to today I hope to learn more and join to today I hope to learn more and join to today I hope you enjoyed today's teaching quick you enjoyed today's teaching quick you enjoyed today's teaching quick reminder check out Medishare you know reminder check out Medishare you know reminder check out Medishare you know they offer health care that is flexible they offer health care that is flexible they offer health care that is flexible and affordable so that you can find a and affordable so that you can find a and affordable so that you can find a program and option that fits your need

program and option that fits your need program and option that fits your need while saving up to 50% on cost so no while saving up to 50% on cost so no while saving up to 50% on cost so no matter your stage of Life head to meta matter your stage of Life head to meta matter your stage of Life head to meta share. glue. us to see how meta share share. glue. us to see how meta share share. glue. us to see how meta share can work for you and today's episode is can work for you and today's episode is can work for you and today's episode is brought to you by 10 by10 our friends at brought to you by 10 by10 our friends at brought to you by 10 by10 our friends at 10x10 have developed a free easyto ouse 10x10 have developed a free easyto ouse 10x10 have developed a free easyto ouse meeting template that helps you and your meeting template that helps you and your meeting template that helps you and your leadership team develop fresh ideas to leadership team develop fresh ideas to leadership team develop fresh ideas to connect with young people that leverage connect with young people that leverage connect with young people that leverage your Church's unique strengths get the your Church's unique strengths get the your Church's unique strengths get the free resource at 10 by 10.org senior free resource at 10 by 10.org senior free resource at 10 by 10.org senior leer well next time on the podcast we leer well next time on the podcast we leer well next time on the podcast we are going to bring you uh some are going to bring you uh some are going to bring you uh some incredible interviews and thanks so much incredible interviews and thanks so much incredible interviews and thanks so much for listening or watching if you found for listening or watching if you found for listening or watching if you found this helpful please share it with your this helpful please share it with your this helpful please share it with your team or with your friends text them the team or with your friends text them the team or with your friends text them the link share it on social and that helps link share it on social and that helps link share it on social and that helps us to really produce the best episodes us to really produce the best episodes us to really produce the best episodes we're capable of I really appreciate the we're capable of I really appreciate the we're capable of I really appreciate the time you've invested watching or time you've invested watching or time you've invested watching or listening and I hope this episode helps listening and I hope this episode helps listening and I hope this episode helps you identify and break a leadership you identify and break a leadership you identify and break a leadership barrier you're facing