Building Better Decision Makers

In today's wildly uncertain & rapidly changing world, high performance boils down to your ability to make good decisions. With the right training, the process of applying judgement is teachable and indefinitely upgradable.

Upgrading leaders
from these organizations

Why Decision-Making?

The Most Important Skill of the 21st Century is Decision-Making

The world has changed. Where there once was clarity, we are now in the midst of ambiguity.

Regardless of your role in a team, everybody needs to navigate problems – everybody needs good judgement.

The foundation of good decision-making is giving and getting the truth. It produces high performing teams, where people rapidly share their authentic thoughts – both good and bad.

Types of decision-making


Strategy & goal-setting

Forward-looking planning and inspiring others


Decisiveness & reaction time

Speeding up decision-making



Making decision in uncertainty



Fully committing to things that matter

Why it is so hard?

We are all bad at predicting the future. Even worse, we often over-castrophizing negative future outcome or feeling overly optimistic about the future

Analysis paralysis is often the consequence when we face with multiple decisions in a day, especially those that are of high stake to us.

We cannot drive uncertainty to zero, however, we all want minimal risks in all our actions, and hence we are afraid to take risk. Successful risk taking also require understanding 2nd/3rd order consequences and rapid iterations, all of which we are not naturally good at.

We are often scared of sunk cost and missing out on opportunities. Consequently, we often choose not to make trade-offs and prioritise on what matters vs those that matter less.

The Problem

Are you/your team
hesitant to make strategic decisions,
waiting to commit until more data is available,
avoiding hard creative work?

Decision-making is hard. It’s mentally taxing – it’s easier to play it safe or not even put yourself out there. But without it, innovation doesn’t occur; complacency sets in, and those, who are better trained, outperform you into irrelevance. (When was the last time you went to Blockbuster to rent a movie?)

The good news is that your judgement is trainable and indefinitely upgradeable.

Where to Start?

Module 1: Pre-Resiliency Training

Module 1 is a 13-week program (1hr / week) designed to help teams to reduce behaviors that create silence in teams and organizations with each other – and start being more authentic, especially sharing critical feedback & speaking-up about difficult topics.

Research shows that when people bring their authentic self to work, they perform better. But before focusing outwards on sharing our full thoughts with other (”giving feedback”), Module 1 trains people to focus inward and DIAL DOWN behaviors that are stopping people from being truthful with us.

Everyone needs basic cognitive training to allow truth to come at them. Module 1 is tailored to help you discover your truth-preventing behaviors and supercharge your TRUTH SEEKING skills

This training, done as a team, will help you navigate conflict, build more authentic relationships.

"95% of people think they're self-aware,
only 10% to 15% actually are."

Havard Business Review October 19, 2018

The Key Idea of Module 1 (PRT-A)

What Are You Doing That Stops People From Telling You The Truth?

Counterintuitively, the best way to increase the amount of truthful communication between peers is NOT to focus on feedback giving skills, but instead to train people to DIAL-DOWN behaviors that stop others from giving truthful feedback. Simply stated, Module 1 upgrades team decision-making by dial-downing behaviors that create silence.

Red arrow behaviors (RABs) are signals that we send to those around us, that tell others: “I don’t want to hear what you truly think.” In many of these cases, the signals are very subtle, and require an almost confrontational person to overcome. Without feedback from others, we are stuck in our own Echo Chamber of Silence. This Echo Chamber of Silence crushes our sense-making and hinders us from making the best decisions

Here are common examples of Red Arrow Behaviors, but each person has their own unique RABs.

  • I say, “I’m trying my best”
  • I say, “I got it”
  • I say, “I’m good”
  • I say, “I’m fine”