Change Yourself to Become a Better Decision-Maker

In April 2025, the global financial markets were rocked by a sharp and sudden downturn. The S&P 500 plunged nearly 5%—its worst single-day drop in years—while the Dow Jones tumbled over 1,600 points. The cause? A wave of new tariffs abruptly announced by Donald Trump’s administration, including a blanket 10% tax on all imports and steeper penalties on goods from key trading partners like China, Japan, and the European Union. Within hours, China retaliated with a 34% tariff on U.S. goods, igniting fears of a global trade war and deepening economic uncertainty.

It was a stark reminder of what happens when decisions are made not from facts, data, and consultation—but from bias, ideology, and political theater. The administration ignored expert warnings, economic forecasts, and long-term repercussions. This wasn’t leadership—it was ego-driven showmanship masquerading as strength.

Reflecting on my MBA journey, one lesson stands out more than any other: good decisions must be grounded in facts and a scientific approach. Theories and models are important, but more crucial is a mindset that respects evidence, seeks truth, and invites challenge. History backs this up—repeatedly.

Take 19th-century medicine, for example. Surgeons once dismissed the idea of handwashing, even when clear data showed it drastically reduced infections. The resistance wasn’t because they lacked intelligence—it was because they lacked humility. A small act could have saved millions of lives, but change was delayed by arrogance. Just like that, even the best and brightest can fail when they ignore data and cling to outdated beliefs.

This brings us to the heart of the issue: if you decide now to design a decision-making architecture for your team or company, there is one more thing you must change—yourself. More specifically, your self-image and how you present yourself as a decision-maker.

A decision-maker isn’t just someone who picks a direction. They inspire others to follow it. Decision-making and leadership are inseparable—and leadership, in the end, is in the eye of the beholder. There is no such thing as a leader without followers. To be seen as a leader, others must believe in your leadership.

We’ve been conditioned to associate leadership with decisiveness, boldness, and unwavering confidence. As psychologist Gary Klein noted, John Wayne became the archetype of leadership in popular culture—the stoic cowboy who sizes up the situation and declares, “Here’s what we’re going to do.” No hesitation, no discussion, just action.

But this image is more dangerous than it is inspiring.

The “cowboy” style leader prides themselves on intuition and experience, avoids self-doubt, and sees input from others as weakness. They suppress dissent, foster groupthink, and make decisions in echo chambers. And the results? Chaotic policy. Unnecessary risk. Fragile systems built on sand.

We’ve seen this play out—not just in politics, but in boardrooms and startups, too. The best decision-making techniques run against this grain. Effective leaders today encourage diverse viewpoints, embrace uncertainty, and are willing to change their minds. That doesn’t make them weak—it makes them wise.

Of course, balancing openness during deliberation with full commitment during execution is no easy feat. As Eric Schmidt once said, the formula is “diverse perspectives and a deadline.” Amazon follows a similar philosophy: “Disagree and commit.” You challenge ideas when it’s time to decide—and once the choice is made, you commit with everything you’ve got.

That requires a shift in how we see leadership. We need to let go of outdated myths and embrace a new model—one where leadership is defined not by bravado, but by process and purpose. Look at successful CEOs who value collaboration and rigorous decision architecture. They don't pretend to have all the answers. Instead, they build teams, systems, and cultures that produce the best answers together. They own the decision, yes—but they know the power lies in the process.

Jim Collins called this the Level 5 Leader—someone who combines deep humility with fierce resolve. They are driven, passionate, and relentless in pursuit of results, but also deeply grounded and self-aware. These leaders are rare—but they exist. And they don’t look anything like John Wayne or Donald Trump.

Instead, they look a little more like Odysseus. When faced with the Sirens in Homer’s Odyssey, Odysseus didn’t trust his instincts. He knew he would be tempted. So he instructed his crew to plug their ears and tie him to the mast. He handed control to his team, trusting the system he’d built over his own momentary impulses. He survived—not because he was the strongest, but because he was the most thoughtful.

That’s leadership. That’s decision-making done right.

We need fewer cowboys and more architects—leaders who design sound processes, seek diverse input, and ground decisions in truth. Leaders who act with courage and humility. Leaders who aren’t afraid to say, “I don’t know yet—but together, we’ll find the best path forward.”

So if you want to change your team, change your company, and change your outcomes—start by changing yourself.

Make decisions with clarity. Lead with humility. Inspire with integrity. Because that’s how we make better choices. And that’s how we lead—forward.