As rule of thumb, a Chief Executive Officer (CEO) shouldn’t be making more than 3 decisions a day. Although the most important skill of a CEO is making decisions, the biggest hold back of most CEOs today is that they are making more decisions than necessary. CEOs who find themselves having to make more than 3 decisions a day will also miss the future, they won’t be able to see where the world is going, and the forces that are shaping that movement.
A CEO’s table should be cleared that if they must make decisions, they shouldn’t peak beyond 3 in a day. The optimal scenario is one where a CEO can spend a day without having to decide on anything. The argument for this is that a CEO must delegate well and if they are making more than 3 decisions in a day, then their delegation has failed them. It means by a similar factor; decision making is not happening at the point where the problem is happening and thus decision-making is being escalated upwards.
Organizations that are future-ready track the number of decisions they must make in each day. And the most important tracking point is that of the CEO. Most CEOs are getting lost in decision-making that they never get the time to work on the most critical aspects of the business. The previous schools of thought that conflated activity in the form of multiple endless decision making to the role of the CEO should now be revised. At the end of the day, a CEO must ask themselves some questions:
How many decisions did I make today?
What were the decisions about?
Did I really have to make those decisions?
High performing CEOs make no more than 3 decisions in a day. And because their judgement faculties are limited to 3 decisions, it means they get in a space where they work on multiplier decisions, the kind of decisions that deliver high impact, and high leverage for their organizations.
A CEO Shouldn’t Make More Than Three Decisions A Day
As rule of thumb, a Chief Executive Officer (CEO) shouldn’t be making more than 3 decisions a day. Although the most important skill of a CEO is making decisions, the biggest hold back of most CEOs today is that they are making more decisions than necessary. CEOs who find themselves having to make more than 3 decisions a day will also miss the future, they won’t be able to see where the world is going, and the forces that are shaping that movement.
A CEO’s table should be cleared that if they must make decisions, they shouldn’t peak beyond 3 in a day. The optimal scenario is one where a CEO can spend a day without having to decide on anything. The argument for this is that a CEO must delegate well and if they are making more than 3 decisions in a day, then their delegation has failed them. It means by a similar factor; decision making is not happening at the point where the problem is happening and thus decision-making is being escalated upwards.
Organizations that are future-ready track the number of decisions they must make in each day. And the most important tracking point is that of the CEO. Most CEOs are getting lost in decision-making that they never get the time to work on the most critical aspects of the business. The previous schools of thought that conflated activity in the form of multiple endless decision making to the role of the CEO should now be revised. At the end of the day, a CEO must ask themselves some questions:
High performing CEOs make no more than 3 decisions in a day. And because their judgement faculties are limited to 3 decisions, it means they get in a space where they work on multiplier decisions, the kind of decisions that deliver high impact, and high leverage for their organizations.
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