When it comes to a critical decision, there’s no such thing as a no-brainer. Every major decision is fraught with misperceptions, biases and tricks of the mind that profoundly influence our choices.

You hire the brightest minds to manage your company, but if the right decisions aren’t made, you have a group of fireman solving problems instead of employees creating opportunities.

As leaders, not only must we understand how our own behaviors and biases impact our decisions, but what about the people we work with. How well are they equipped to carry out the organization’s decisions?

When making our most important decisions, most people think they won’t know if they made a good decision until they see the outcome, but that is NOT decision-making; that is hoping, gambling, and wishful thinking, which is how most people and organizations make decisions.

Making any critical decision with certainty means knowing you made a good decision before seeing the outcome.

To do that, we need two things:

1. We need a basic understanding of how the human mind REALLY works when it makes decisions and
2. We need a decision-making process

Nobody would think of operating a car on the city streets without first learning how to drive it, and yet we make crucial decisions; we operate the critical machinery of the human mind without ever taking the time to learn how it really works.

When it came to making critical decisions, I used to think that somehow I was the exception to making irrational cognitive errors, and that was because I always felt right about my choices and beliefs.

However, after a series of disastrous business decisions, I was determined to learn if these outcomes were due to the unpredictability of life or if they were squarely on me.

In this talk, I’ll answer those questions and far more,

Most importantly, you will see first-hand how your mind really makes a decision (and it’s not how you “may” think it does) because, with that knowledge, you’ll know how to make any critical decision with certainty; that means making a decision that is free of biases, assumptions and false confidence.

When that happens, you will have conviction … not just in the decision, but in its execution.

The more you know how your mind actually works, the greater the range of what you can control.