Decisions that are not clearly assigned to a function or team often remain unresolved – until they escalate. Then senior management steps in, typically in fire-fighting mode. Micromanagement, oversteering, and control loops emerge.

The problem: leaders make decisions without the necessary detailed knowledge. Teams feel disempowered. Trust is lost. Control replaces trust.

The goal is to bring decisions to where the knowledge is – into the team.

But what is holding us back?

We often know exactly that a decision is due – and still don’t make it.
We keep analyzing. We wait. We postpone.
This procrastination usually has five causes:

Only when you recognize which of these causes is dominant for you can you take targeted action.
In the download section, you will find a short quiz to identify your personal pattern — and get first impulses to speed up your decision-making again.

Decisions are rarely the responsibility of just one person. They emerge from the interaction of different thinking and behavior styles within the team.

From the Analyst, who wants to understand everything in detail,
to the Initiator, who brings new ideas,
the Pragmatist, who doesn’t sweat the small stuff,
the Facilitator, who ensures everyone is heard,
the Critic, who points out risks,
the Visionary, who already sees the future,
the Harmonizer, who balances conflicts,
all the way to the Decision Maker, who wants things off the table quickly.

Each of these eight roles is important.
And we often switch between them — depending on group dynamics.

Recognize which role you usually take.
Because understanding your own patterns and those of others leads to faster and more sustainable decisions.