"Your Leadership Blind Spot: The Hidden Force that's probably wrecking Your Decisions"

"Your Leadership Blind Spot: The Hidden Force that's probably Wrecking Your Decisions"

Listen along to this with the thoughtful sounds of Hans Zimmerman. Link.

Decisions. We make lots of them every week.

Lots of small ones. Some big ones. Very occasionally some monumental ones.

How much do you think about how you go about making those decisions? 

Your colleagues at work - do they apply more or less rigour to their decisions?

When it comes to moving towards our Big Bold Goals, I believe we should leave no stone unturned to improving our probability of success.

Daniel Kahneman, Olivier Sibony, and Cass R. Sunstein, in writing their book Noise, shine a light on an under-researched and under-studied area of Decision Making.

Noise is what they call a hidden force that undermines decision-making: variability in judgment when consistency is essential. 

This “noise” is the unpredictable, often unnoticed inconsistency that occurs even among highly trained professionals in areas like medicine, law, and business. 

Through extensive research, they reveal how noise is distinct from bias; while bias skews decisions in predictable directions, noise scatters decisions in chaotic, costly ways.

The book forces us to face an uncomfortable truth.

The gap between how we think we make decisions and how we actually make them is much wider than we’d like to admit. 

Imagine hiring managers evaluating identical resumes with wildly different outcomes, or doctors giving different diagnoses for the same patient symptoms.

The consequences of noise range from minor inefficiencies to devastating failures.

There’s good news.

Noise isn't an unsolvable problem—it’s an opportunity to rethink decision-making entirely. 

The book suggests a practical framework for reducing noise, including conducting decision audits, implementing structured decision-making processes, and using algorithms or “decision hygiene” to minimise human variability. 

It’s not about moving to a robotic, algorithm-driven world, but rather a thoughtful blending of human intuition and structured analysis to lead better, bolder outcomes.

In this complex, noisy world, the book resonates deeply with The Big Bold Mindset.

It challenges us to see noise not as an overwhelming flaw, but as a fascinating leadership challenge. 

Moreover, a way for us to create sustainable competitive advantage by developing better decision making processes. 

Better decisions that can move us forward faster.

Tackling noise demands curiosity, humility, and experimentation. Three of the core ideas at the heart of The Big Bold Mindset.

It’s about leaning into fresh ideas, embracing tools, and rethinking how teams and systems operate in uncharted territories.

The future belongs to those who confront these silent saboteurs of progress, creating environments where the best decisions consistently emerge. 

Noise is a call to action for leaders to take bold steps toward clarity, precision, and fairness in decision-making.

Enough theory.

It’s time to get practical.

Are you willing to play and experiment?

Let’s go:

3 Experiments to Play with the Ideas in Noise

1. The 5-Minute Experiment: Decision Spot-Check

Goal: Spot variability in your personal decision-making.

  • Think of a recurring decision you make daily (e.g., prioritising tasks, planning meetings or calls, planning thinking time)

  • Write down how you made that decision today and how you might have approached it on a more or less stressful day.

  • Reflect on the differences: Would external factors (e.g., mood, time pressure) lead to inconsistency? Note one small tweak to make your process more consistent, such as a checklist or a predefined rule.

2. The 30-Minute Experiment: Structured Feedback Loop

Goal: Test decision hygiene by reducing variability.

  • Take a current team decision (e.g., selecting a vendor or prioritising tasks).

  • Before the discussion, have each person independently rate their choice using predefined criteria.

  • Compare ratings without debate and note discrepancies. Then, discuss only the rationale—not the choice itself—before deciding collectively.

  • Observe if this structured process leads to clearer, more consistent outcomes.

3. The 1-Hour Experiment: Noise Reduction in Critical Processes

Goal: Audit and streamline a complex team decision.

  • Choose a high-stakes decision your team regularly makes, such as setting strategic goals or planning budgets.

  • Map out how the decision is typically made, step by step. Highlight areas where inconsistencies might occur (e.g., unclear criteria, over-reliance on gut instinct).

  • Introduce one change aimed at reducing variability, such as using a scoring system, rotating decision roles, or incorporating anonymous input.

  • Test this updated process during your next relevant decision, documenting the results and comparing them to past outcomes.

By experimenting with these ideas, you will be able to better:

  • Uncovering hidden inefficiencies,

  • Building stronger processes,

  • Shaping a more precise and innovative decision-making culture. 

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