Start with these two important questions

1. “Can I easily reverse this?”

<aside> <img src="/icons/drafts_gray.svg" alt="/icons/drafts_gray.svg" width="40px" /> This question is borrowed from the 'One-way/Two-way door' decision-making framework. One-way doors only open in one direction, representing irreversible decisions. On the other hand, two-way doors can open both ways, letting you try something and go back if necessary.

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My decision-making process always begins by asking myself this question: "Can I easily reverse this decision?”

If the response is "No", implying that it would be extremely challenging to change course after x months, then such decisions call for a significant amount of my time. If the response is "Yes", I then proceed with quick action(s).

Example of decisions which are typically reversible: Tinkering with the format or frequency of an internal team meeting, modifying the sprint cycle duration or launching a feature behind a feature flag.

Example of a decision which is NOT easily reversible: Changing the whole team structure, placing a report on a Performance Improvement Plan (PIP), choosing a specific code framework for a production project.

2. “How is this decision going to impact folks who are not in the room”?

Throughout my leadership journey, I've learnt a valuable lesson: When dealing with big decisions, stepping outside my personal viewpoint and considering everyone's perspective**—not just those directly impacted—**can make a world of difference.

Let's take a fictive scenario: A pretty solid report bravely comes to you and asks for a raise. You think, "Fair game," and you give the thumbs up.