#decision-making

#decision-making

The assumption that difficulty with reading or writing signals lower intelligence or diminished leadership ability is not supported by evidence. Decades of research show little to no correlation between dyslexia and lower general intelligence.

Most of us treat our inbox like a storage unit. We open an email, think 'I'll deal with this later,' and move on. Before we know it, we're buried. People with clean inboxes get that every email is actually a decision waiting to be made. Delete it? Respond now? Schedule for later? Delegate it? They don't let decisions pile up because they know that unmade decisions drain mental energy.

Last year, one category AI absolutely dominated was being an extremely agreeable coworker. While this might sound nice, this can turn into a problem for founders who rely on AI as their only teammate. When your head of legal, HR, and supply operations are all AI agents, unsubstantiated flattery can create costly blind spots. That's one of the reasons OpenAI said goodbye to its " yes-man" version of ChatGPT, and why some AI-powered solo founders are training their tools to push back.

AI is transforming how teams work. But it's not just the tools that matter. It's what happens to thinking when those tools do the heavy lifting, and whether managers notice before the gap widens. Across industries, there's a common pattern. AI-supported work looks polished. The reports are clean. The analyses are structured. But when someone asks the team to defend a decision, not summarize one, the room goes quiet. The output is there, but the reasoning isn't owned.

People with obsessive-compulsive tendencies tend to struggle immensely with decision-making. Outsiders looking in wonder why common choices, like where to work or whom to marry, are so challenging for them. Worsening the problem is the proclivity toward maladaptive daydreaming, spending hours on end fantasizing about ideal scenarios. Often, these imagined scenarios don't even entail the full scope of what would be expected were they to exist.

How are marketers making sure the language they use around AI and the experiences they offer prospects and customers are meaningful? After testing hundreds of AI messages with customers and prospects, one truth stands out: Beneath most AI claims is a quiet fear about human value. The lesson is to be specific about business value and how AI supports, not replaces, people.

At the Winter Olympics, skiers, bobsledders, speedskaters, and many other athletes all have to master one critical moment: when to start. That split second is paramount during competition because when everyone is strong and skilled, a moment of hesitation can separate gold from silver. A competitor who hesitates too much will be left behind -but moving too early will get them disqualified.

The car under the dealership's lights is shiny. The salesman is a smooth talker. Your instinct is "This is the right car for me." This is where business people get into trouble, not only with cars, but with hiring and business partnerships. First impressions can be dangerously misleading, and emotional decisions rarely hold up under scrutiny. The car that looks good and is polished is almost always hiding some mechanical failures, rust and poor accident history.

Online poker is a game of intensity, wit and strategy. It demands quick thinking and constant decision-making. Players need to have an astute ability to use their intuition and evaluate all the given information under immense pressure. For most players, their dips in performance around the table are primarily affected by choice fatigue rather than the presence of excellent opponents or bad luck.

You've hired smart people, and you've invested in tools. You've also restructured more than once. Given all these, on paper, everything should work. But the reality is different. Decisions take longer than they should, and ownership gets blurred. Teams move, then stall, then circle back. You step in more than you want to, not because you enjoy it, but because progress depends on you doing so.

Making good decisions doesn't merely rely on how much information we take in; it also depends on the quality of that information. If what we've instead ingested and accepted is misinformation or disinformation - incorrect information that doesn't align with factual reality - then we not only become susceptible to grift and fraud ourselves, but we risk having our minds captured by charismatic charlatans. When that occurs, we can lose everything: money, trust, relationships, and even our mental independence.

The more I get reps in, the more I understand, the more I learn, the more my baseline grows-limiting my downside in certain scenarios that I understand and opening up the upside,

The founder of one of our portfolio companies created a company with approximately $200 million in revenue purely on instinct. The founder had spent a large amount of time around the products and relationships with customers, so that he could literally go out onto the production floor and identify the machine that would be broken down in a week, and he would reject a price recommendation from his financial staff because "it didn't feel right!"

Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.

"Read 500 pages... every day. That's how knowledge works. It builds up, like compound interest." When Warren Buffett dropped this wisdom bomb, most people probably thought he was exaggerating. Five hundred pages? Every single day? Who has time for that? But here's the thing about Buffett that most people miss. The Oracle of Omaha isn't just talking about reading as some nice-to-have habit. For him, reading IS the work. It's the foundation of everything he's built, from turning Berkshire Hathaway into a $900 billion empire.

What does it mean to say that you are restrained solely by your own morality, by your own mind? The conscience is often described as an inner voice telling us what to do when others may be opposed. A moral compass is that which distinguishes between right and wrong, good and bad. Our conscience, our moral compass, sets the groundwork for doing the right thing.

To me, the drama of has a lot of parallels with modern-day parenting. Sure, putting a Paw Patrol Band-Aid on your kid's scraped knee isn't exactly the same as treating a degloved foot (although judging by the screaming, you wouldn't know it). And betting on where a runaway ambulance will end up is higher stakes than betting on which child will crawl into your bed tonight.

I want to ask you a question: Do you think the choices you make today will have any impact on your future? If we stop to think about it, most of us would say, "Yes, of course." But we don't actually live that way. We tend to view our days as a series of isolated events-a mishmash of choices that seem totally inconsequential in the moment. We choose what to eat, what to watch, or how to react to a spouse, assuming these small moments vanish as soon as they pass.

Emotional exhaustion is that feeling you get in the lead-up. That sense of dread in the morning... All the things you used to do absolutely fine and in your stride suddenly feel like you can't cope with them. A lot of people talk about this inability to concentrate, which impacts the ability to make even small decisions, like not being able to think of what to wear.