We spend a lot of time thinking about the big decisions.
The strategic ones.
The expensive ones.
The ones that keep us awake at night.
But lately, I’ve been thinking more about the small decisions.
The dozens (or hundreds) of choices that show up throughout a typical day.
Should I respond now or later?
Do I jump into this conversation?
Should I attend that meeting?
Do I let the team handle this on their own?
Individually, none of these decisions feels particularly significant. Collectively, they can be exhausting.
I’ve coached leaders who believed they were overwhelmed because they had too much work to do. Sometimes that was true. Often, they were simply carrying too many decisions.
Every decision requires attention. Every decision takes a little bit of energy. And if we’re not careful, we can spend so much of that energy on small choices that we have very little left for the decisions that truly matter.
One pattern I see frequently is leaders becoming involved in decisions that don’t actually require their involvement.
Not because they want control.
Because they care.
They want to help. They want to support the team. They want things to go well.
The challenge is that every decision a leader makes is a decision someone else doesn’t get to make.
Over time, that can limit growth.
People develop confidence by exercising judgment. They learn by making decisions, seeing outcomes, and adjusting their approach the next time around.
As leaders, part of our job is creating those opportunities.
The next time a decision lands on your desk, pause for a moment.
Ask yourself:
“Does this need my decision, or does it need my support?”
Those are two very different things.
And knowing the difference can free up your time, develop your people, and help everyone focus their energy where it matters most.
Sometimes the most important leadership decision is deciding not to make the decision yourself.
Michael Piperno is a communication coach and executive presence expert. His insights empower leaders to communicate effectively and authentically.