Fast Decisions vs. Smart Decisions
The Manager’s Dilemma
Managers are judged by two things: speed and accuracy. Move too slow, and you miss opportunities. Move too fast, and you make costly mistakes. The art of leadership is knowing when to lean into speed—and when to pause for depth.
Where New Managers Struggle
Many new managers think every decision needs to be perfectly researched. They get bogged down in data, approval loops, and overthinking. Others swing the opposite direction—making hasty calls without enough context.
Both approaches hurt credibility and results.
The Sweet Spot
Strong managers know how to adjust based on stakes and context:
Low-stakes decisions (like choosing a tool or approving small expenses) → move quickly, don’t overanalyze.
High-stakes decisions (like restructuring a team or entering a new market) → slow down, gather perspectives, test assumptions.
Real-World Example
When Anne Mulcahy became CEO of Xerox in 2001, she inherited a company in crisis. Bankruptcy loomed. She had to move fast—slashing costs, restructuring debt, and rallying employees. But she didn’t rush everything. On strategic decisions about product direction, she slowed down, sought input, and rebuilt trust with customers and investors. The combination of speed and smarts saved Xerox.
How Managers Can Apply This Today
Classify decisions by impact and reversibility. If it’s small and reversible, act fast. If it’s big and irreversible, slow down.
Build decision-making frameworks. Use tools like RACI or the “two-way door vs. one-way door” model popularized by Amazon.
Create a culture of learning. Mistakes are inevitable—treat them as lessons, not career-ending moments.
Bottom Line
Fast vs. smart isn’t either/or. The best managers learn to flex—moving quickly when speed matters, slowing down when stakes are high. That balance is what earns trust from teams and respect from executives.