In a recent LinkedIn post, Callum Laing discusses the critical skill of decision-making and offers a perspective on how to overcome common roadblocks. Laing highlights the frustration that arises when individuals or teams get stuck waiting for decisions, particularly when those decisions are made emotionally without clear reasoning.
Laing introduces the concept that many who struggle with decision-making are often paralyzed by overthinking the potential consequences. This, he suggests, is akin to experiencing stage fright when faced with a singular opportunity for success.
“The people I see who regularly get paralysed and can’t make decisions are often over-thinking the consequences of their decisions. Like someone with a one time shot at greatness on opening night, they end up with stage fright.”
Shifting the Mindset: From Overthinking to Experimentation
A key element of Laing’s insight is the necessary mindset shift required to become a more effective decision-maker. He contrasts those who struggle with individuals who excel in this area, describing the latter as operating more like scientists.
According to Callum Laing, this scientific approach involves viewing every decision as an experiment. The goal is to gather data through the outcomes of these experiments, which then informs future decision-making processes. This iterative approach removes the pressure of making a single, perfect choice.
Laing emphasizes the importance of moving forward even when a decision is not perfect. He suggests:
“Don’t overthink it, if it is a non-fatal decision and you’re 60% of the way there, that is probably enough to move forward.”
The Cornerstones of Effective Leadership
Callum Laing posits that the ability to make decisions swiftly, coupled with the capacity to articulate the reasoning behind those decisions, forms one of the fundamental pillars of being a great board member. This dual capability ensures both progress and transparency.
He elaborates on the importance of clear articulation, noting that decisions made emotionally without a discernible rationale can be particularly detrimental.
“Maybe worse is someone who makes a decision emotionally and can’t, or won’t, explain their reasoning.”
Laing advocates for a pragmatic approach, encouraging individuals to make the best decision possible with the available information and to treat the results as valuable feedback. This perspective fosters continuous improvement and agility in decision-making.
Encouraging Decisiveness
The post concludes with a direct question to the reader, prompting reflection on their own decision-making habits. Laing asks:
“Do you make decisions quickly, or do you have a habit of letting things slide?”
Through this discussion, Callum Laing encourages a shift towards a more experimental and data-driven approach to decision-making, highlighting its importance for both personal effectiveness and leadership roles.
📝 About This Content
This article is based on insights shared by Callum Laing on LinkedIn.
📅 Originally posted on April 15, 2026 | View original post on LinkedIn →