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Unlock the Secrets to Making Great Decisions
Leaders who make the best decisions follow these exact steps...
Justin Mecham
February 12, 2025
Hey Full Potential Zoners!
Most decisions fail before they even begin.
Great decisions don’t just happen— they’re made with intention.
Most decisions fail not from lack of options, but from lack of process.
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Decisions define progress, not luck or chance.
When you decide with intention - you take control of your future.
Because better choices today lead to greater results tomorrow.
Today we are going to help leaders master this by using the:
‘12 Models For Decision Making'.
Let’s dive in!
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12 Decision-Making Models and How to Use Them
1. Pros and Cons Analysis
Scenario:
You are deciding whether to accept a new job offer.
You list positives (higher salary, remote work, growth opportunities) and negatives (longer hours, new industry, unknown team).
Seeing everything side by side helps you decide what matters most.
2. SWOT Analysis
Scenario:
A small business owner wants to expand into a new market but is unsure if it’s the right move.
They analyze their Strengths (loyal customers), Weaknesses (limited budget), Opportunities (growing demand), and Threats (strong competitors).
This helps them spot risks and see new opportunities before making a final choice.
3. Decision Matrix
Scenario:
A hiring manager is choosing between three job candidates with different skills.
They set criteria like experience, technical ability, cultural fit, and salary expectations.
By scoring each candidate on a scale of 1-10, they compare them objectively and make the best choice.
4. Stepladder Technique
Scenario:
A marketing team is deciding on a brand slogan but wants all voices heard.
Instead of a group debate, they let people give ideas one by one, allowing feedback to build.
This stops louder voices from taking over and ensures fresh ideas aren’t ignored.
5. Cost-Benefit Analysis
Scenario:
A company must decide if outsourcing IT services is worth it.
They compare costs (monthly service fee, transition time) versus benefits (reduced downtime, expert support, cost savings in the long run).
If the benefits outweigh the costs, they move forward.
6. Brainstorming
Scenario:
A startup is struggling with low customer engagement and needs new ideas.
The team holds an open session where every idea is shared without judgment.
They pick the best ideas and take immediate action to turn things around.
7. Fishbone Diagram
Scenario:
A factory is seeing a rise in defective products and needs to figure out why.
They break down possible causes under Materials, Machines, Methods, and People to find the root issue.
Instead of fixing random problems, they solve the real cause at its source.
8. Delphi Method
Scenario:
A government agency is planning future transportation policies and needs expert opinions.
They gather specialists in urban planning, environmental science, and engineering.
After several rounds of input, they reach a solid, well-informed decision.
9. Nominal Group Technique
Scenario:
A company is designing a new product feature and needs ideas from employees.
Each person writes ideas privately, then shares anonymously to avoid bias.
The team ranks the best ideas, ensuring everyone's input is valued equally.
10. Multi-Voting
Scenario:
A school board is selecting a new cafeteria menu with multiple meal options.
Each member votes on their top three choices, and the top-ranked meals move forward.
This quickly narrows down a long list of options to the most popular choices.
11. Six Thinking Hats
Scenario:
A CEO wants to expand the company internationally but needs a 360-degree view.
The leadership team assigns roles:
White Hat (Facts) – Market size, trends
Red Hat (Feelings) – Customer reactions, gut instinct
Black Hat (Risks) – Cultural barriers, legal issues
Yellow Hat (Positives) – Growth potential, new revenue
Green Hat (Creativity) – Unconventional strategies
Blue Hat (Process) – How to organize the expansion
This approach ensures every perspective is covered before making a move.
12. Pareto Analysis (80/20 Rule)
Scenario:
A sales team wants to increase revenue but doesn’t know where to focus.
They analyze their data and discover that 20% of their clients generate 80% of sales.
Instead of targeting everyone, they prioritize high-value clients for maximum impact.
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No decision happens in isolation—every choice shifts something forward, backward, or in a new direction.
The weight of a decision is not in how hard it is to make, but in what it changes after it is made.
The best decisions are not always about what is easy or obvious, but about what moves things toward what matters most.
A choice ignored is not a problem solved—it is control given away.
Clarity in decision-making creates confidence, not just in outcomes but in the person making the choice.
Until next time and with lots of love,
Justin
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