Jason Richmond, Founder and Chief Culture Officer of Ideal Outcomes, Inc. Author of Culture Ignited: 5 Disciplines for Adaptive Leadership.
I had to make a tough call. Our annual off-site was just a month away—an important four-day event that brought my top team together each year. But the sudden imposition of tariffs had plunged the business landscape into VUCA—volatility, uncertainty, complexity and ambiguity.
Over the last decade, our organization had become skilled at navigating turbulence. We have weathered multiple storms and setbacks and evolved to be both agile and resilient. But now, looking ahead into another storm, I had to ask: Should we go ahead with the off-site, or was it wiser to postpone and redirect the time and financial commitments elsewhere? After a painful deliberation, weighing the pros and cons, I chose the latter.
That decision sparked a deeper reflection on how leaders make decisions—especially when the stakes are high, and the future is murky. What are the practices that help executives consistently choose the winning path in a volatile world?
Begin With Strategic Clarity
The first step in any meaningful decision is revisiting your North Star—your mission, your values and your long-term strategy. Does the decision support your broader goals? Does it allow you to maintain your core purpose while navigating short-term disruption? In my case, even though the off-site had significant value, the choice to postpone better aligned with our need to remain lean and agile in an uncertain period.
Engage Key Stakeholders
Decisions made in isolation rarely stand strong. It’s crucial to consult the people whose input matters most. For me, that meant direct, open conversations with our foundational “big three” customers as well as the franchisees we support. I needed to know whether their plans for the year ahead were shifting. (They weren’t, thankfully.) Still, the feedback reinforced my cautious approach. Input matters—but leaders must also retain ownership of high-stakes decisions.
Communicate With Precision And Transparency
The success of any decision hinges on execution—and execution depends on clear communication. Sharing the “why” behind a decision builds trust and ensures alignment across the organization. I made it a point to acknowledge the disappointment of canceling the off-site, but I also clearly explained the rationale. Transparency isn’t just a courtesy—it’s a strategic necessity in times of change.
Move Quickly, But Stay Nimble
Speed matters. But so does flexibility. Once a decision is made, you must identify next steps, assign ownership and monitor progress. That said, don’t lock yourself in. Build in checkpoints to reassess and adapt if conditions change. In my case, I pivoted to launch a series of 90-minute virtual meetings that allowed us to tackle core priorities—from operational strategy to policy updates—while staying responsive to our shifting environment. Leaders who thrive in VUCA conditions don’t just make a one-time decision, they course correct as needed.
Embrace Every Decision As A Learning Opportunity
Every decision is a chance to learn. Reflecting on whether postponing the off-site helped us reallocate resources sharpens our thinking in the future. Documenting lessons and celebrating smart risks strengthens the organization over time. Since my team of human capital experts provides organizational development and training, we hold ourselves to the same standards we offer clients. Walking the talk matters.
Balance Data With Intuition
A recent survey revealed that “data-driven organizations are three times more likely to report significant improvements in decision making compared to other firms that leverage data less.” But data alone isn’t enough. Intuition—shaped by years of experience, insight and judgment—also plays a vital role, especially when information is incomplete or ambiguous.
“Laura Huang, an associate professor of business administration at Harvard Business School, reveals that gut feelings can in fact be useful, especially in highly uncertain circumstances where further data gathering won’t sway the decision maker one way or the other.” In my own decision, both logic and instinct played key roles.
Lead With Optimism
A global study of more than 17,000 individuals found that the number one attribute of most successful decision makers in a time of uncertainty is grounded optimism. David Tuckett, director of the Centre for the Study of Decision-Making Uncertainty at University College London, puts it this way: “Effective decision makers possess a genuine belief that even if things don’t go as planned, the eventual outcome will be positive.” As I told my team, “We always need to operate as a positive, proactive, visionary organization, anticipating potential risks and not be a reactive company making short-term decisions.”
Final Thoughts
In navigating the turbulent waters of a VUCA environment, effective decision-making emerges as both an art and a science, blending strategic clarity, stakeholder collaboration and adaptive execution. Postponing our off-site was a difficult but necessary choice, reflecting the need to prioritize resilience over tradition.
By balancing data with intuition, communicating transparently and embracing continuous learning, executives can navigate uncertainty with confidence. Effective decision-making not only addresses immediate challenges but also paves the way for long-term growth, encouraging a culture of agility and optimism that propels teams forward.
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