Craig Groeschel

And so the boss offered him the job right on the spot. Same city, the guy didn't have to move. There was a significant financial raise. It was a big promotion of leadership responsibility. And the boss said, hey, would you like the job? And the candidate said, ah, can I have a week to think about it? And the boss looked on and said, in your hesitation, I received your answer.

And so the boss offered him the job right on the spot. Same city, the guy didn't have to move. There was a significant financial raise. It was a big promotion of leadership responsibility. And the boss said, hey, would you like the job? And the candidate said, ah, can I have a week to think about it? And the boss looked on and said, in your hesitation, I received your answer.

And so the boss offered him the job right on the spot. Same city, the guy didn't have to move. There was a significant financial raise. It was a big promotion of leadership responsibility. And the boss said, hey, would you like the job? And the candidate said, ah, can I have a week to think about it? And the boss looked on and said, in your hesitation, I received your answer.

If you can't make a decision, it's all right there. You said you wanted it, it's the same city, bigger rate, and you're decisive and you can't make a decision, what's the problem? Was the boss overreacting? Possibly, but probably not. Why? Because indecision is the enemy of progress. Indecision is the enemy of progress.

If you can't make a decision, it's all right there. You said you wanted it, it's the same city, bigger rate, and you're decisive and you can't make a decision, what's the problem? Was the boss overreacting? Possibly, but probably not. Why? Because indecision is the enemy of progress. Indecision is the enemy of progress.

If you can't make a decision, it's all right there. You said you wanted it, it's the same city, bigger rate, and you're decisive and you can't make a decision, what's the problem? Was the boss overreacting? Possibly, but probably not. Why? Because indecision is the enemy of progress. Indecision is the enemy of progress.

The best leaders that I've worked around, they don't always get it right, but they always keep it moving forward. They're making decisions. So if you find yourself like, I am hesitant, I'm insecure, I don't know how to make decisions, how do we overcome our hesitation? Let me give you three thoughts. Number one, avoid overthinking.

The best leaders that I've worked around, they don't always get it right, but they always keep it moving forward. They're making decisions. So if you find yourself like, I am hesitant, I'm insecure, I don't know how to make decisions, how do we overcome our hesitation? Let me give you three thoughts. Number one, avoid overthinking.

The best leaders that I've worked around, they don't always get it right, but they always keep it moving forward. They're making decisions. So if you find yourself like, I am hesitant, I'm insecure, I don't know how to make decisions, how do we overcome our hesitation? Let me give you three thoughts. Number one, avoid overthinking.

What we'll often do is we'll like, we'll overthink a situation, we'll patiently analyze and study everything, and this often feels smart and wise, and it is, but if we're not careful, it can be just a mask to cover your fear and your lack of confidence. What looks like diligence and careful planning is often an excuse to stall or to do nothing.

What we'll often do is we'll like, we'll overthink a situation, we'll patiently analyze and study everything, and this often feels smart and wise, and it is, but if we're not careful, it can be just a mask to cover your fear and your lack of confidence. What looks like diligence and careful planning is often an excuse to stall or to do nothing.

What we'll often do is we'll like, we'll overthink a situation, we'll patiently analyze and study everything, and this often feels smart and wise, and it is, but if we're not careful, it can be just a mask to cover your fear and your lack of confidence. What looks like diligence and careful planning is often an excuse to stall or to do nothing.

You have to remind yourself, you're almost never gonna have all the information. It's almost impossible to get all the facts. And if you wait for all the facts, you're likely going to be too late. So on most decisions, literally for me, if I'm like 70% sure that it's a good decision, I'm moving forward with it. I can't stall. I don't want to be the bottleneck in the organization.

You have to remind yourself, you're almost never gonna have all the information. It's almost impossible to get all the facts. And if you wait for all the facts, you're likely going to be too late. So on most decisions, literally for me, if I'm like 70% sure that it's a good decision, I'm moving forward with it. I can't stall. I don't want to be the bottleneck in the organization.

You have to remind yourself, you're almost never gonna have all the information. It's almost impossible to get all the facts. And if you wait for all the facts, you're likely going to be too late. So on most decisions, literally for me, if I'm like 70% sure that it's a good decision, I'm moving forward with it. I can't stall. I don't want to be the bottleneck in the organization.

So we're going to avoid overthinking. The second thing is embrace imperfection. You have to recognize as a leader that no one's ever going to be perfect in decision making. We're all going to make mistakes. And whenever we're taking action, taking action is generally better than inaction. I'll give you a slightly edited version of Sheryl Sandberg's quote. I edit it to say this.

So we're going to avoid overthinking. The second thing is embrace imperfection. You have to recognize as a leader that no one's ever going to be perfect in decision making. We're all going to make mistakes. And whenever we're taking action, taking action is generally better than inaction. I'll give you a slightly edited version of Sheryl Sandberg's quote. I edit it to say this.

So we're going to avoid overthinking. The second thing is embrace imperfection. You have to recognize as a leader that no one's ever going to be perfect in decision making. We're all going to make mistakes. And whenever we're taking action, taking action is generally better than inaction. I'll give you a slightly edited version of Sheryl Sandberg's quote. I edit it to say this.

Done now is better than perfect later. Getting it done now is better than waiting until it's perfect a month from now. You have to remember, when you're making a decision, the great news is that most decisions are not permanent decisions. Like you can almost always adjust along the way. And it's easier to turn a moving vehicle Then a stalled one. So we're not gonna look for perfection.

Done now is better than perfect later. Getting it done now is better than waiting until it's perfect a month from now. You have to remember, when you're making a decision, the great news is that most decisions are not permanent decisions. Like you can almost always adjust along the way. And it's easier to turn a moving vehicle Then a stalled one. So we're not gonna look for perfection.