Good decisions aren't made by instinct; they're made by process.
This post isn't about being "the smartest person in the room." It's about learning to slow down, think clearly, and make better choices, especially when pressure or uncertainty make it tempting to react.
Studies show we make over 35,000 decisions a day, but most of us never learned how to decide well.
Have you ever made a quick decision at work that felt right in the moment… until it didn't?
A few years ago, I coached a leader who said yes to leading a high-visibility project. It checked all the boxes: executive attention, cross-functional exposure, career momentum. She didn't hesitate.
Three months later, she was working nights and weekends, her team was burning out, and the project was stalling because no one had clearly defined what success actually looked like. Worse? She realized she'd said yes because it looked good, not because it was the right move for her team or her goals.
Sound familiar?
Most professionals like to believe they're good decision-makers, after all, you've got experience, instincts, and common sense. But when you're under pressure, juggling competing priorities, and swimming in information, it's easy to mistake speed for skill.
Good decisions aren't made by instinct, they're made by process.
And the foundation of that process is critical thinking, the discipline of questioning assumptions and evaluating options before acting, not after. It's learning how to slow down, ask the right questions, and think clearly, even when everything around you feels urgent.
From Reacting to Reasoning
Mastering decision-making starts with how you think about thinking.
When you're reacting, you're moving fast, often too fast to recognize your blind spots. Reasoning, on the other hand, means taking a beat to ask the right questions before moving forward.
There are three main ways of thinking we all use at work:
Analytical Thinking – Looking at the facts and logic. What's really true here?
Creative Thinking – Exploring new possibilities and "what ifs."
Critical Thinking – Evaluating assumptions, testing ideas, and weighing consequences.
We rely on all three, but most of us overuse one and neglect another. The real power comes from knowing when to switch modes.
Common Decision Traps (and How to Avoid Them)
Even smart people fall into thinking traps that can cloud judgment. Here are three of the biggest, and what to do about them:
The Confirmation Trap
You look for information that supports what you already believe.
→ Ask someone who sees it differently to challenge your thinking.
The Overconfidence Trap
You trust your gut more than the data.
→ Define what success looks like before deciding. Then ask, "What would make me wrong?"
The Paralysis Trap
You wait for the perfect answer, and miss the window to act.
→ Set a decision deadline and move forward with the best information you have.
The goal isn't to eliminate bias or doubt. It's to notice them before they steer you off course.
A Simple Framework for Better Decisions
When in doubt, use a structure. Here's one you can start applying today, I call it the C.L.A.R.I.T.Y. Check:
C – Choose the real problem (not just the symptom).
L – List possible options.
A – Assess pros, cons, and likely outcomes.
R – Reflect on what matters most — values, impact, timing.
I – Include the right voices (not everyone, just key stakeholders).
T – Test small, learn fast, adjust.
Y – Yield results and review what worked (and what didn't).
This framework keeps you from jumping straight from "problem" to "solution," which is where most poor decisions begin.
Critical Thinking in Action: The C.L.A.R.I.T.Y. Check
Let's walk through a real scenario. Imagine you're deciding whether to take on a new project. Your instinct says yes, visibility, opportunity, growth! But critical thinking makes you pause.
Here's how the framework plays out:
C – Choose the real problem.
Is the problem "I need more visibility" or "I need to build strategic influence in a way that aligns with my long-term goals"? Those are two different things.
L – List possible options.
Take the project as-is.
Decline and focus on current priorities.
Negotiate scope or timeline.
Recommend someone else who'd benefit more.
A – Assess pros, cons, and likely outcomes.
Pros: Executive exposure, new skills, team collaboration.
Cons: Bandwidth is already tight, current projects might suffer, team morale could take a hit if they feel stretched.
Outcome if yes: Short-term win, potential long-term burnout.
Outcome if no: Protect your team's capacity, but might miss a strategic opportunity.
R – Reflect on what matters most.
What do you value right now? Sustainability? Growth? Team trust? If your team is already maxed out, taking this on might win you points with leadership but cost you credibility with your people.
I – Include the right voices.
Talk to your manager about trade-offs. Check in with your team about capacity. Ask a peer who's done similar projects what the hidden costs were.
T – Test small, learn fast, adjust.
Could you pilot a smaller version? Commit to Phase 1 and reassess before going all-in?
Y – Yield results and review.
Whether you say yes or no, track what happens. Did the decision play out the way you expected? What would you do differently next time?
By taking five minutes to think it through, you might still say yes, but it's a confident yes, not a reactive one. That's the difference between busy professionals and thoughtful leaders.
Decision Mastery Is a Practice
You won't get every decision right. None of us do.
But when you commit to improving your process, not just your outcomes, you start trusting yourself more. That's where clarity and confidence begin to grow.
If you want to sharpen how you think and decide at work, start small: pause before reacting, question your first assumption, and take one step toward more deliberate thinking.
It's not about being perfect — it's about being intentional.
And that's how you master both decision-making and critical thinking.
Try This Tomorrow:
Next time you're about to say yes to something, pause and ask: "What am I actually solving for — and what's the cost?" Write both answers down before you commit.
Want to learn more? Coaching helps you see blind spots in your thinking, and build habits that stick. Learn more about 1:1 coaching here.
