Among the effective executives I have had occasion to observe, there have been people who make decisions fast, and people who make them rather slowly. But without exception, they make personnel decisions slowly and they make them several times before they really commit themselves.

Among the effective executives I have had occasion to observe, there have been people who make decisions fast, and people who make them rather slowly. But without exception, they make personnel decisions slowly and they make them several times before they really commit themselves.

Even when we get the big decisions directionally right, we’re not guaranteed to get the results we want.

We don’t think of ordinary moments as decisions. No one taps us on the shoulder as we react to a comment by a coworker to tell us that we’re about to pour gasoline or water onto this flame.

Sometimes adults do too. Perhaps it’s because we have to make a choice so quickly that we don’t have time to evaluate the options. Or maybe it’s because we let habit choose for us, the inertia of past choices carrying us through the present moment without exploring our options. Or maybe it’s just that we let our emotions make choices without even realizing it— momentary anger, fear, or desire preempting evaluation and pushing us to act without thinking or reason.

Making a good decision is about the process, not the outcome. One bad outcome doesn’t make you a poor decision maker any more than one good outcome makes you a genius.