Protecting Decision Energy: Florence Divet ☀️ on Avoiding the 5 PM Slump

In a recent LinkedIn post, Florence Divet ☀️ delves into a common yet often overlooked challenge faced by leaders: the depletion of decision-making energy throughout the day. She argues that the quality of decisions made late in the day often suffers not from a lack of judgment, but from a drained “decision system.” This phenomenon, Florence Divet ☀️ suggests, is a critical factor impacting leadership effectiveness.

Florence Divet ☀️ illustrates this point with research on parole judges, noting:

“Researchers studying parole judges found something wild: Prisoners were far more likely to be granted parole in the morning than late in the day, even with similar cases. Same judges, same law. The variable was how depleted they were.”

This observation, Florence Divet ☀️ explains, directly translates to the challenges faced by founders and CEOs. “You don’t run out of intelligence by 3pm. You run out of decision energy,” she states, emphasizing that every choice, regardless of its perceived importance, draws from the same finite reserve.

The Four Drains on Decision Energy

Florence Divet ☀️ identifies four primary categories of decisions that quietly deplete this vital energy reserve:

1. Trivial Decisions

These are the everyday choices that consume mental bandwidth without contributing significantly to business objectives. Florence Divet ☀️ advises leaders to combat this drain by automating such decisions.

“Automate them. Fixed routine, fixed rotation. Save the reserve for decisions that move the business.”

This includes decisions about attire, meals, or prioritizing emails. By establishing routines, leaders can conserve their mental energy for more impactful choices.

2. Emotional Decisions

Florence Divet ☀️ cautions against making significant decisions while under the influence of strong emotions. This category includes difficult conversations like firing an employee or delivering critical feedback.

Her recommendation is clear: “Never decide inside the emotion. Give it 24 hours, then act.” This pause allows for a more rational and objective assessment, leading to better outcomes.

3. Values-Conflict Decisions

These are the tough choices where core principles seem to be in opposition, such as balancing speed with quality, or growth with company culture. Florence Divet ☀️ proposes a proactive approach.

“Decide your principles in advance,” she suggests. “The choice is already made when pressure hits.” By pre-defining guiding principles, leaders can navigate these conflicts more effectively when they arise.

4. Uncertainty Decisions

When faced with situations involving ambiguity, such as evaluating a term sheet, hiring a candidate with an uncertain fit, or pivoting based on limited data, leaders can fall into analysis paralysis. Florence Divet ☀️ advocates for setting clear boundaries.

“Set a deadline and a ‘good enough’ bar. Endless analysis is a decision too: the decision to stall.”

This approach encourages timely action rather than prolonged indecision.

Prioritizing Decision Energy

Ultimately, Florence Divet ☀️’s message is not about increasing discipline, but about strategic energy management. She urges leaders to “Guard your decision energy the way you guard your calendar, and spend your sharpest hours on the choices that actually matter.” By recognizing and protecting their decision reserves, leaders can ensure their most critical choices are made during their peak cognitive periods, leading to more effective leadership and better business outcomes.