Imagine for a second that all the (human resources) management styles and procedures you apply, based on intuition, could be totally flawed.

Use data-driven models and analytics to build decision-making frameworks to reduce attribution errors based solely on intuition.

This one minute read is inspired by the writings of Malcolm Gladwell.

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HR doesnâ€t have a framework to base decisions on. Reason why? The intricate complexity is ever-changing. The diversity within people is just tremendous and highly contextual.

Before defining and quantifying the parameters within the framework, HR could benefit from agreeing on the outlines of a decision-making framework.

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In startup entrepreneurship, you have to face everything all at once. Only to suffer from stress because itâ€s hard to do everything by yourself.

Prioritize what to face first. Better yet, have the market and your customers prioritize it for you. Whatever they feel the strongest about, thatâ€s the challenge youâ€ll face first.

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Even with the best strategical plans in place, and a framework that you can apply to critically assess every move when push comes to shove, the choice is simple, and that’s totally fine.

Aim for having a plan in place that guides every move, allow for deviations anyway.

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CEOs showing up in the same outfit, year in year out, is no coincidence. Preserving thinking power for less mundane decisions seems like a smart move.

Whether it’s top CEOs or self-employed people just starting, with no one to make demands, balancing work and life is up to them. No one to impose a schedule, so even seemingly ordinary planning chips away at decision capacity.

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Jeff Bezos once wrote the following in an annual shareholder letter. “Most decisions should probably be made with somewhere around 70% of the information you wish you had, if you wait for 90%, in most cases, you’re probably being slow.”

What happens when 70% is unattainable, but the decision has to be made swiftly? What if the parameters can’t be plotted in a matrix, rendering your decision unmatrixable.

Involve as many people as you can, and trust you’ll do the right thing.

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Establishing certainty is a fantastic feeling. When you do, cherish and enjoy the moment.

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Sometimes the anxiety is more legitimate than other times. Figuring out what to have for dinner or deciding which market to enter next are two completely different things, with entirely different consequences.

Going about (big) decisions diligently is usually a smart approach. Too diligent, however, slows down the process tremendously. If possible, in case of uncertainty, choose both options. Evaluate them shortly after and cancel one out.

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