Most important business decisions cannot be made with complete certainty. Strong leaders gather enough data to inform their thinking, test assumptions where possible, and then commit with clarity rather than waiting for perfect information.
Eric and Stephanie are getting married. They met at a dance, dated for a while and then made "the big decision". They even decided to live together before the wedding. Essentially, they collected data about each other, what life might look like together, and then committed.
Are they certain that their future together will be happy until “death do us part”? Of course not! There’s no way to be certain. What they do have is clarity about their decision and confidence in their commitment.
Most business decisions of any significance are just like that.
Whether you are hiring a senior leader, investing in a new product, entering a new market, signing a major contract, acquiring another company, or deciding whether to sell your own, these decisions all share one thing in common. They are about the future, and the future is never fully predictable.
You need some data to make the decision. You might try an idea out for size by modelling it or running a pilot project. But if you wait for enough data to be certain that you’re making the right decision, you’ll never act.
Get some data. Try the decision on for size if you can. But forget about certainty; strive instead for clarity.
Eric and Stephanie could have lived together for years before committing to marriage. But they didn’t. They learned about each other, tried the decision on for size and made a commitment. They are clear.
Congratulations to them both.
Facing a decision where the stakes are high and certainty is impossible? Stratford works with executives and leadership teams to bring structure, perspective, and clarity to complex decisions. If you are navigating growth, change, or a pivotal moment for your organization, we can help you move forward with confidence.
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As President and CEO of Stratford Group, Jim Roche thrives on leading and contributing to breakthrough organization successes. With a background as an entrepreneur and leader of multiple high-growth enterprises, he played key roles at Newbridge Networks and co-founded Tundra Semiconductor, leading both companies through significant growth and public offerings. Jim has served on multiple public, private, and not-for-profit boards. Active in the community as a volunteer and advisor, Jim has worked with CHEO, Ottawa’s pediatric hospital, Invest Ottawa, the city’s technology-focused economic development agency, and many other organizations. He is a member of TEC Canada, Institute of Corporate Directors and CMC-Canada. |
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