In my previous blog on analysis paralysis I talked about how, as counterintuitive as it seems, having a lot of data can be too much of a good thing. That’s because it’s easy to get stuck in a pattern of asking more questions when you have so much data in front of you. Even if you have the answers you need to move forward with a business decision, it is often difficult to know for certain. How can you spot the difference between doing your due diligence and spinning your wheels?
To avoid this vicious cycle, knowing when to say “enough is enough” is key. But as you and I both know, it’s not that simple, and I promised a solution. So, without further ado, here’s my one-of-a-kind, brought-to-you-exclusively-by-David-Avery-only solution that I’ve deduced from years of observing exceptional leaders and powerful executives make definitive decisions swiftly. I call it — drum roll, please — the decision-making curve. Here it is in two steps:
1. Establish the KPIs ahead of time
While it’s a straightforward solution, the power is in its simplicity. Comment below on the success you have when implementing the decision-making curve. In the meantime, find out common misconceptions about analysis paralysis by keeping an eye out for one of my upcoming blogs: Analysis Paralysis: Mythbusters