THE REAL COST OF INDECISION: WHY "LET ME THINK ABOUT IT" IS A RISKY MOVE

There’s a phrase I’ve heard hundreds of times over the years: “Let me think about it.”

In some cases, it’s justified. But more often, it’s a stalling tactic. A way to avoid risk. A cover for not wanting to be wrong.

And in leadership, indecision is a decision. It just tends to be the most expensive one.

Why Leaders Avoid Making the Call

Let’s call it what it is: we’re afraid to make the wrong choice. Especially in highly visible roles, leaders don’t want to look foolish, uninformed, or out of step. So we delay.

But in my experience, across health policy, racing, research, and business, you rarely have all the information you want. Waiting doesn’t always bring clarity. Sometimes it just breeds stagnation.

In racing, the opportunity to pit, pass, or push doesn’t wait. If you’re thinking instead of acting, the window closes.The same goes for leadership.

The Myth of Perfect Information

I’ve worked in healthcare policy for decades, navigating CMS, FDA, budget cycles, and political variables that shift by the day. Perfect clarity is a fantasy. You’ll never know exactly how a decision will play out. But that’s not the job of a leader. The job is to assess risk, make the call, and take responsibility.

Whether it's choosing to fund a new research initiative through the JKTG Foundation or greenlighting a high-risk pass on the track, I’ve had to get comfortable with forward motion, even without all the data.

The alternative? Paralysis. And that’s when the costs start adding up.

The True Cost of Indecision

It’s easy to assume indecision is harmless. But it isn’t. Here’s what it actually costs:

• Momentum. Teams slow down waiting for guidance.

• Trust. People start second-guessing your leadership.

• Opportunities. Time-sensitive moments pass you by.

• Morale. Prolonged limbo wears down your people.

  
  

The longer you delay, the more these effects compound. It doesn’t always feel dramatic in the moment, but over time, slow decisions create slow teams.

In racing and in leadership, the window to act is often smaller than we think. You won’t always have perfect clarity. But when the data points in a direction, move. Progress requires movement. So does trust.

What to Do Instead: Make Decisions with Intent

This doesn’t mean rushing every choice. It means being deliberate and owning the risk. Here’s how I approach it:

1. Set a Decision Deadline

Even in low-pressure situations, I give myself a clock. If I need more information, I know when the time’s up. The clock keeps me honest.

2. Ask: What’s the Risk of Not Deciding?

We often obsess over the risks of action, but inaction has its own price. If the downside of waiting is worse, that’s your signal to move.

3. Default to Progress

Can you take a step forward that doesn’t lock you in but lets you learn more? That’s forward momentum. In racing, we often adjust strategy during the race. We don’t freeze and wait.

One of the Best Decisions I Ever Made Was a Fast One

Back in the early days of my foundation, we had the chance to fund a research angle that hadn’t been fully explored. I didn’t have all the data, but I had strong reasoning and gut-level conviction. So we moved.

Years later, that early investment contributed to work that reshaped how we understand breast cancer metastasis.

Had we waited, someone else might have done it. Or worse, it may never have been done at all.

Leadership means taking the wheel. Especially when the road ahead isn’t fully mapped.

Final Thought: Make Peace with Being Wrong

If you're leading well, you’re going to make a wrong call now and then. That’s part of it. The best leaders don’t chase perfection. They learn, adapt, and keep moving.

So next time you're tempted to say "let me think about it," ask yourself: Is the risk of being wrong greater than the cost of doing nothing?

Then make the call.