You should focus on finding one strong reason to drive your startup, rather than spreading yourself thin with multiple weak reasons.

If you think you have multiple reasons for doing something, it often means you haven't identified a strong reason yet.

When developing a strategy, it's essential to have one decider in the organization to make clear choices about priorities.

In decision-making, it's crucial to make the process explicit, identifying who is responsible for the decision and the criteria for making it.

This approach fosters alignment within the team and leadership, produces better strategic framing due to diverse inputs, and results in a defensible output based on transparent selection criteria.

Decisiveness is crucial as a leader; you must make decisions without all the information, and they need to be right.

Decisiveness is crucial as a leader; you must make decisions without all the information, and they need to be right.

The outcome is better if you structure the reasoning and help iterate with the model on how it should do reasoning.

In companies, a one-size-fits-all decision-making process can lead to inappropriate application of heavyweight processes to all decisions, including lightweight ones. Two-way door decisions should generally be made by individuals or small teams, while one-way door decisions should be elevated to senior executives for careful scrutiny.