The 80/20 Rule of Leadership Decisions
I’ve had this question on my mind lately. I’ve been diving into articles, books, and podcasts about what qualities make for a “good” leader. The lists vary, but one quality that’s always on the list is decisiveness.
In past posts, I’ve explored how intuition and even our biology shape our decision-making, what’s happening beneath the surface. But lately, I’ve been focused on something more deliberate: how we actually make the call. How we move from weighing the options to choosing a path and acting on it.
I’ve been told I’m good at making decisions. I get asked during coffee meetups to share how I make them. And I usually answer with the 80/20 rule: gather enough facts, data, and evidence to support your decision 80% of the way. The other 20%? It’s a leap. A gut instinct, a readiness to be accountable and course-correct if the decision turns out to be wrong.
But lately, I’ve been obsessed with a slightly different question:
How do you take the 20% leap?
Why Frameworks Only Get You So Far
Naturally, I googled “how do you make a decision?” I got a five-step process: identify the decision, gather information, evaluate options, make a choice, implement and evaluate. Not very helpful.
Then I searched “tools to help make a decision.” I got decision matrices, decision trees, SWOT analysis, cost-benefit analysis, pro/con lists, Pareto analysis. Still not what I’m after.
All of these help with the 80%. They help you organize what you know. But they can’t tell you what to do when the information stops being useful and the stakes still feel high.
That’s when I realized I was asking the wrong question.
The real question is: How do I deal with the fear that’s holding me back from taking the leap?
The Fear That Fuels Analysis Paralysis
It’s easy to believe we’re just being thorough when we delay a decision. But if we’re honest, we’re often waiting for the fear to go away.
Fear of being wrong
Fear of being blamed
Fear of losing credibility
Fear of making the wrong call on something that really matters
And for a lot of women and leaders of color, those fears are compounded by a deeper fear: if I fail, it might confirm someone else’s undeserved bias, not anything true about my actual ability.
When fear gets too loud, it triggers our stress response. We either react impulsively or freeze up, stuck in analysis paralysis. Either way, fear is in the driver’s seat.
What I’ve learned over the years is this: trying to eliminate fear sets you up for failure, because the fear never fully disappears. The key is to face it, name it, and understand what it’s trying to warn you about—so you can make an informed, grounded choice.
How to Know When You’ve Done Enough
A big part of facing fear is knowing when you’ve done the work—and it’s time to decide.
For thoughtful leaders, especially those who care deeply about the people or mission involved, it’s easy to fall into the trap of “just one more” conversation, spreadsheet, or scenario.
But more information doesn’t always bring more clarity. Eventually, it just delays the leap.
Here’s how I try to tell the difference between productive research and protective avoidance:
I’m hearing the same things again and again. No new insights—just confirmation.
I can clearly name the risks and what I’ll do if they happen.
I notice that I’m no longer seeking insight—I’m seeking comfort.
That’s usually the cue: You did the work. Trust your choices.
You did the work. Trust your choices.
You did the work. Trust your choices.
Still Stuck? Anchor to Your Values
Sometimes the fear of being wrong, disappointing others, or making the “wrong” call just gets loud. When that happens, I shift the question.
Instead of asking, “What’s the right decision?” ask, “What matters most to me in this decision?”
That’s where values come in. As anchors that help you make a decision you can stand by, even if it’s hard.
When fear gets loud, values help you hear.
Let me give an example.
Say you’re debating whether to tell your team about a pending funding gap. The numbers aren’t final, but things aren’t looking great. You could be transparent now, or wait until you have a clearer plan.
This is exactly where fear creeps in:
What if I share too soon and create unnecessary panic?
What if I wait too long and my team feels blindsided?
There’s no obvious “right” answer. But your values can guide the way.
If your core value is trust, you might choose to share sooner—even if it’s messy—because preserving credibility matters more to you than protecting short-term comfort.
But if your core value is stability, you might decide to wait. You’re not avoiding transparency; you’re protecting your team from unnecessary chaos and giving yourself time to prepare a calm, thoughtful rollout.
Neither decision is inherently better. But each one is intentional, values-driven, and defensible.
That’s what values offer: clarity around the why, even when the what is tough.
Resilience Is What Makes the Leap Sustainable
Another truth: even a values-based decision can land sideways. There will always be someone who disagrees. There’s always a risk it doesn’t go as planned.
Maybe you choose transparency and your team panics anyway.
Maybe you wait and someone hears about it from someone else.
Even the most thoughtful call can have unintended consequences.
Leaders don’t avoid these outcomes. They prepare for them. They know resilience is what keeps them in motion when the result doesn’t go their way.
Leaders don’t avoid unintended outcomes. They prepare for them.
Resilience is what turns “being wrong” into “adjusting quickly.” It’s what gives you the confidence to keep making decisions—because you’ve built the muscle to recover with integrity.
Here’s what resilience can look like in practice:
You build in ways to monitor the impact of your decision. Maybe it’s a scheduled check-in after a tough announcement.
You create space to revisit and revise. Maybe reserving time for feedback and reflection, not just execution.
You’re not just betting on being right. You’re betting on your ability to adapt and lead through whatever comes next.
The 20% Leap Is a Practice
So if you ask me how to make good decisions, here’s what I’ll say now:
Start with the data. Get clear on the facts.
Then listen for the fear and name it.
Hold that fear up against your values and make the decision you can live with.
And finally, have a plan for what you’ll do if things don’t go as expected.
The leap will still feel like a leap. But it won’t be blind. It’ll be informed, intentional, and rooted in what matters most to you.
