DEVELOPMENT
One simple phrase to motivate you to do what you don ’ t want to do
By recognising a decision ’ s true nature and taking the bull by the horns , you can optimise your decision-making process , keep stress at bay and boost your chances of success , says Dr Amantha Imber . Follow the tips below so that the next time you ’ re at a crossroads you can determine what you ’ re dealing with – and act accordingly
THE EXPERT
Dr Amantha Imber is the Founder of Inventium , Australia ’ s leading behavioural science consultancy . She also hosts an insightful podcast about the habits and rituals of the world ’ s most successful people , called How I Work .
Life is full of decisions , from the mundane ( pumpkin spice oat milk latte or a long macchiato with a dash of almond milk ?) to the critical , like taking a leap of faith in your career .
Phil Libin , co-founder and ex-CEO of technology giant Evernote , discovered a nifty trick to tackle decision-making . He said : “ Whenever I think to myself ‘ That ’ s a really hard decision ’, a little red flag goes off . I ask myself ‘ Is it hard ?’ or ‘ Is it unpleasant ?’”
For Libin , the majority of decisions are unpleasant . These can feel scary or anxietyprovoking . They might cause someone else ( and often himself ) discomfort . But they are not difficult or hard decisions to make . Phil knows what the right answer is but because these types of decisions trigger the same kind of stress as difficult decisions , they are easy to confuse .
What differentiates the two decision types ? Unpleasant decisions don ’ t require the same amount of time or brain power because you already know the right answer . You don ’ t have to spend time analysing data or having long discussions to agree on the best way forward . You just need the courage to face the music and dance . Then you simply have to execute and deal with the unpleasantness . On the other hand , difficult decisions call for Sherlock Holmes-level analysis , data-crunching and intense discussions before reaching a verdict .
Unpleasant decisions can be emotional rollercoasters but lack the intellectual rigor of difficult ones . Here , the right choice may already be glaringly obvious – but the challenge lies in embracing the discomfort and taking the leap :
w Firing an underperforming employee : It ’ s never easy to let someone go . But when you ’ re a manager and you ’ ve been dealing with poor performance for a while and there have been no signs of improvement , you absolutely know the right decision . w Reporting misconduct : It ’ s hard to speak up , especially when you ’ re scared of the consequences . But you know channelling your inner whistleblower is exactly what ’ s needed . w Breaking ties with a fair-weather friend : Difficult and unpleasant decisions also happen in life . You know in your heart when a friendship is no longer enriching you – and you know parting ways is for the best .
To elevate your decision-making prowess , use these steps to get clear on the type of decision you ’ re being confronted with :
w Play detective : Ask yourself if you already know the answer . If it ’ s a resounding ‘ yes ’, congratulations , you ’ ve got an unpleasant decision on your hands . Of course , if it ’ s a no you have a difficult decision on your hands . w Don ’ t get caught in analysis paralysis : Overthinking unpleasant decisions is like stirring a pot of emotional stew . Acknowledge the situation , take a deep breath and focus on getting things done . w Embrace the butterflies : Accept that executing an unpleasant decision will feel like a bumpy ride . Remember , discomfort is your co-pilot on the journey to better outcomes . w Take the plunge : Once you ’ ve recognised the decision as unpleasant , muster your courage and forge ahead . Procrastination only makes it worse . w Reflect and grow : After tackling an unpleasant decision , ponder the experience . Extract valuable lessons to sharpen your future decision-making skills . S amantha . com
48 Executive PA | Summer Issue 2025