Build a Repeatable Decision-Making Process for Trust, Integrity, and Long-Term Success
Introduction: There's No Right Way to Do the Wrong Thing
In leadership and life, simple truths often have profound power. "There is no right way to do the wrong thing" is one such truth.
In a world where leaders are pushed to move faster than ever, decision making — especially ethical decision making — becomes a defining skill. Every day, we make up to 35,000 decisions. Some are small, others shape careers, companies, and communities.
Yet, when speed, pressure, and self-interest take the wheel, even well-intentioned leaders can experience what we call an "ethics out-of-body experience" — choosing a course of action without fully considering its true impact.
Ethical decision-making isn't just about following rules. It's about building trust, shaping reputations, and ensuring the long-term health of organizations and relationships.
Part 1: The Three Intelligences of Ethical Decision-Making
When faced with a decision, leaders must engage their whole wisdom system: Head, Heart, and Gut.
- Head (Rational Intelligence): Facts, logic, and experience guide us toward the correct course of action.
- Heart (Emotional Intelligence): Empathy, compassion, and emotional insight ensure that our decisions feel right and honor human connection.
- Gut (Instinctual Intelligence): Our core virtues — honesty, integrity, courage — ground us in doing the right thing, even when it's difficult.
Example: Imagine sideswiping a parked car in a deserted street late at night.
- Your Head says: Leave a note — it’s the responsible thing to do.
- Your Heart says: You’d feel guilty if you didn't.
- Your Gut says: Treat others as you’d want to be treated.
Part 2: Optics: Who Does This Decision Impact?
Once we gather the facts and listen to your wisdom, we must look outward.
Ethical decision-making demands that we consider impact — not just on ourselves, but across all stakeholders.
The Impact Ladder:
- Step 1: Me — How does this affect me personally?
- Step 2: Some of Us — How does this affect my group (family, coworkers, customers)?
- Step 3: All of Us — How does this affect everyone, even those I don't know personally?
The higher you climb on the ladder, the more ethical your decision becomes.
Example: Leaving a note after damaging the car is about more than avoiding trouble — it’s about respecting the broader community and maintaining trust in humanity.
Part 3: Time Horizon: 5 Minutes, 5 Months, 5 Years
Ethical decisions consider long-term consequences, not just immediate comfort.
Ask yourself:
- What will this decision look like 5 minutes from now?
- How will it feel 5 months from now?
- Will I be proud of it 5 years from now?
Example: Leaving a note might cause a headache today (insurance, money), but five years from now, you’ll remember you upheld your integrity.
Short-term gains that compromise long-term trust or ethics are rarely worth it.
Part 4: Choosing the Right Decision-Maker
Who should make the decision? Not every decision needs consensus, but understanding decision types is critical.
Four Methods of Decision-Making:
- Decide and Announce — Quick decisions with low impact.
- Consultation — Gather input, but one leader decides.
- Consensus — High-impact decisions made collaboratively.
- Delegated Decision — Assign decisions to others within boundaries.
Mapping decisions to the right method ensures speed, clarity, and shared responsibility where appropriate.
Part 5: Reflection: Outcomes vs. Processes
An ethical decision doesn’t guarantee a perfect outcome — and vice versa.
Good outcomes can come from bad decisions, and poor outcomes can follow ethical ones.
Therefore, assess the process, not just the result:
- Did I apply head, heart, and gut?
- Did I consider all stakeholders?
- Did I think through short- and long-term consequences?
- Was the right decision-making method used?
Success is in building a repeatable blueprint, not just in celebrating lucky outcomes.
Conclusion: Make the Blueprint a Habit
Leadership requires moral courage.
Using our Head, Heart, and Gut, climbing the Impact Ladder, considering the time horizon, and choosing the right method for the situation helps us build ethical muscle memory.
In every situation, large or small, there is no right way to do the wrong thing.
Build this blueprint into your leadership DNA — and trust that ethical, effective decision making will set you — and those you lead — apart.