Never Make a Decision Based on Feelings

Today, I want to cover why we should never make decisions solely on emotions, why decisions must be anchored in what is right, and why sometimes taking the indirect approach is completely fine.

I am traveling on my way to San Diego for the LCI Congress, excited with books in the back and a presentation ready to go. Later, I get to meet with some inspiring lean influencers, and the energy from that fuels me as I dive into this topic.

Too often I have heard leaders say, “We cannot do that because someone will be upset” or “We cannot make that call because it will make someone mad.” While it is important to consider how others feel, decisions should never be made solely on that basis. There is a balance between consideration and courage, and that balance determines whether we lead well or simply appease.

I am not arguing for a reckless approach where we bulldoze others’ concerns. At Jocko Willink’s muster training, we learned that indirect and considerate approaches are valuable. If a decision will affect another leader or department, a discussion can be had. Indirect approaches such as group discussions, future commitments, or creating win-win scenarios can help soften impact. Those strategies have merit.

But here is the key. When the right decision for the company, the team, or the mission is clear, it must be made even if someone disagrees. Leadership requires prioritizing what is moral, ethical, and aligned with the greater mission. Subordinating everything to the team means the collective good always outweighs individual preference.

I recall an experience where I had promised our mechanical, plumbing, and electrical partners that priority walls would only be built in limited areas. I documented it in the estimate and the schedule. Later, self-perform crews wanted to expand that scope. The easy route would have been to cave in and avoid conflict, but that would have broken trust. The right path was to honor the promise or renegotiate openly. The moral choice was clear.

If we constantly avoid upsetting people, we fall into dangerous patterns. Clients will push for things that should not be done. Departments will fight for their own budgets without regard for the whole. Trade partners will seek more space than needed. Dissenters will hold leaders emotionally hostage, knowing that fear of their displeasure will paralyze progress. That is manipulation, and it prevents organizations from moving forward.

True leadership means making decisions that are honest, ethical, and respectful to the overall mission. Decisions must serve the whole team, the company, and the project rather than sub-optimizing one group. Advanced leadership is not about pleasing everyone. It is about leading with courage, clarity, and integrity.

The next time you face a hard decision, ask yourself these questions. Is this choice moral and ethical? Does it serve the mission? Does it benefit the team as a whole? If the answers are yes, then move forward, even if someone is unhappy. People may disagree in the moment, but they will respect consistent leadership rooted in principle.

Never let emotions or the fear of conflict steer the course. Lead with conviction, care for people, but always put the mission first. That is how we elevate our teams and our companies.

Key Takeaway

I have learned that the right decision must always serve the mission, the team, and what is morally correct. If we let feelings dictate our choices, we sacrifice progress and integrity.