This week, our experts share practical strategies for moving forward with confidence when uncertainty becomes the only certainty in business.
What’s happening: Business leaders across Australia are facing an unprecedented era where traditional decision-making frameworks fail, with every strategic option carrying significant risks and potential for failure.
Why this matters: As market disruption accelerates and economic uncertainty persists, the ability to make confident decisions amid multiple risky scenarios has become the defining skill separating successful leaders from those who freeze in analysis paralysis.
The hardest decisions aren’t between good and bad options, they’re between multiple risky ones. Whether you’re a startup founder choosing between growth strategies, an established business leader navigating market disruption, or anyone facing a choice where failure isn’t just possible, it’s probable on every path.
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Kat Warboys, Senior Marketing Director, APAC, HubSpot
“Every business leader I speak to right now is facing the same tension: move fast and risk getting it wrong, or slow down and risk missing the moment.
“When every option feels risky, the key is to anchor decisions in the problems that matter most to your business. This is where AI can help. HubSpot’s 2025 State of Business Report shows that Australian companies with integrated systems and advanced AI aren’t just keeping pace – 95% report outperforming their peers. That’s because AI needs context to work — and unified systems give it the data and visibility to deliver real, measurable outcomes. In this environment, the bigger risk isn’t moving too fast — it’s moving without the right foundation.
“Making decisions starts with asking the right questions. Ask yourself: what’s keeping you or your leadership team up at night? Is it customer churn, sales inefficiency, or the pressure to do more with less in marketing? Once the problem is clear, AI can help solve it in new ways — like spotting when a customer is disengaging before it becomes a churn risk.
“The businesses winning today aren’t guessing. They’re using integrated platforms and AI to move faster, act smarter, and reduce risk in real time.”
Wade Weirman, Principal Data Lead ANZ, Rackspace Technology
“In cloud and data strategy, leadership paralysis can creep in. Circular discussion while the momentum slips away. When every option carries some degree of risk in cost, compliance or performance, the question is not whether to move, but how.
“The answer is to establish guardrails before weighing your options, while recognising that not all guardrails are equal. Define the non-negotiables early such as security standards, data sovereignty and budget boundaries so every path is measured against the same baseline. This is how you prevent risk from spiralling into inaction. Establishing AI frameworks sounds easy until you confront the fact that speed, ethics and oversight rarely move in step.
“With strong foundations, decision-making shifts from speculation to structured action. Execute quick wins now while building flexible governance that guides today and adapts tomorrow. Prove it small before you go big, using pilots to balance data with judgement.
“There will always be uncertainty. The difference is in the approach. With clear technical boundaries, evolving governance frameworks, tested pathways and evidence in hand, leaders can make the call and move forward with confidence. Organisations that thrive will be those that move decisively on clear decisions while building adaptive capacity for complex ones.”
Manasa Manogaran, Senior Product Marketing Manager, Remote
“In global employment, every decision carries layers of complexity. Expanding into new markets, managing payroll across borders, or supporting distributed teams may feel risky and daunting, but the cost of not taking that leap often means organisations are missing out on great talent, which will cause them to fall behind in a borderless economy. The future of work belongs to organisations that embrace this complexity with confidence, supported by the right technology and expertise to turn global challenges into strategic advantage.
“The key is to focus on informed decision-making in order to mitigate the risks by creating the right infrastructure, policies, and partnerships. For example, hiring internationally comes with compliance challenges, but with the right expertise, it opens doors to innovation and growth.
“Uncertainty is constant. Companies that thrive treat risk not as something to fear, but as a pathway to resilience and competitive advantage.”
Erich Kron, Security Awareness Advocate, KnowBe4
“When every option feels risky, the worst decision is often to do nothing. In both cybersecurity and business, risk is inevitable, but how it is assessed and acted on defines success. The shift from traditional security awareness training to a more comprehensive human risk approach illustrates this point.
“Security awareness training gives everyone the same baseline knowledge about threats such as phishing and social engineering. While this builds awareness, it does not always change behaviour or address individual vulnerabilities. A more adaptive mindset focuses on identifying where the greatest risks lie, tailoring actions to those areas, and refining the approach based on new data.
“When leaders face tough decisions, whether adopting new systems, changing processes or responding to emerging threats, the same principle applies. Start with accurate and relevant data. Look beyond generic strategies to pinpoint the most significant weaknesses. Focus on decisions that create measurable impact rather than theoretical protection.
“The safest choice is not the one with no risk. It is the one where you understand the risks, take clear steps to reduce them, and keep watch as they change. This way, leaders can move from feeling stuck to knowing exactly what to do next.”
Annette Densham, Award Strategist and Writer, Award Writing Services
“When every option feels risky, the real trap is doing nothing. Risk is not danger, it’s uncertainty. The bigger danger is paralysis and letting opportunities pass you by. Sitting on your hands, umming and ahhhing, is often the riskiest move of all.
“Cut through the fear with the regret test. Instead of asking what if this fails, flip it and ask which choice you’d kick yourself for not making in six months. This will help you get to the heart of what matters most to you.
“You can also play the upside versus downside game. Map out the worst case and the best case scenarios. If the downside is something you can handle but the upside could change everything, that’s a good bet. If the downside would sink you and the upside is small, let it go.
“Take the long view when weighing up risk and reward. Most of the stuff that feels massive today won’t even rate a thought in five years. There’s little to gain overthinking the small stuff.
“If the leap feels huge, break it down into smaller steps: run a test, try a pilot. You don’t have to go all in straight away and can test the waters.
“There’s no such thing as certainty or perfect. That’s a myth. People often delay until they feel 100% sure. No one can ever be 100% sure something will work. Change doesn’t happen by avoiding mistakes. Change happens by those brave enough to adapt, change and course correct. The trick isn’t in finding the safe choice, it’s in choosing the risk you can live with. The riskiest thing you’ll ever do is nothing.”
Greg Wilkes, CEO of Develop Coaching
“Standing at the crossroads of a tough business decision can feel paralysing, especially in construction. I’ve been there myself: two bids in hand, uncertainty in the gut, and a team waiting for direction. But here’s a simple, practical method I coach builders through to quickly cut through the confusion.
“Start with clarity – what’s your North Star? If cash flow is critical right now, prioritise that. Maybe reputation-building is key for your three-year vision. Identify the main goal, and one option often shines brightest.
“Next, stress-test each scenario. Grab a sheet of paper: worst-case outcome left, best-case right, realistic outcome smack in the middle. If you can stomach the worst and welcome the best, you’ve defined your acceptable risk.
“Then, prototype your way forward. Rather than diving in headfirst with a big commitment, start small – test a new supplier with one modest order, not the entire year’s budget.
“Finally, decide and commit. Your team needs clarity, not perfection. Announce your decision, explain your reasoning, and set a clear 30-day milestone to review and refine.
“Decision-making is a muscle. Train it consistently, and you’ll soon realise risk isn’t something to fear rather it’s something you manage.”
Amber Daines, Founder and Chief Communicator, Bespoke Co.
“Business owners know there is no such a thing as a risk-free choice. Whether you’re hiring new talent, or shifting your PR strategy, there is a lot that can happen and fast. In response many leaders often freeze, delaying decisions until these opportunities slip away.
“My approach is to reframe risk as information rather than danger. Every decision comes with unknowns, so map out the potential upsides and downsides, then stress-test assumptions with data and diverse perspectives. This process helps uncover blind spots and clarifies where the real risks lie.
“For over 25 years, I’ve advised leaders facing media scrutiny to front up rather than hide. For example, we just advised a listed company defending front page headlines about toxic work culture. Both speaking out and staying silent carried risk but after weighing scenarios, we chose transparency and proactive media engagement. The short-term discomfort ultimately safeguarded the company’s reputation.
“Secondly, avoid decision fatigue by committing to a deadline. Many strong leaders use the 70% rule: if you have 70% of the data, it’s enough to move forward.
“Risk is unavoidable. Paralysis is optional.”
Pamela Jabbour, CEO & Founder, Total Image Group
“When every option feels risky, I try to strip things back to what really matters. For me, that means asking: does this align with my values, my vision, and the kind of business I want to build? Not every decision will be the right one, but I’ve learned that standing still is often riskier than moving forward.
“I lean a lot on perspective. After 20 years in business, I know some choices will work brilliantly, others might fall flat, but both teach you something. I also rely on my team; talking things through and hearing different views helps me see the bigger picture. At the end of the day, I’d rather make a bold call than get stuck in fear. Progress isn’t about avoiding risk; it’s about choosing the risks that move you closer to where you want to go.”
Rita Cincotta, CEO & Founder, The Deliberate Leader
“Some leaders thrive on risk, while others try to avoid it. Yet in leadership and business, I’ve learned that risk is inescapable. Every decision – whether restructuring a team, entering a new market, or backing innovation – carries uncertainty. When every option feels risky, I go back to basics:
- Focus on what’s within my control
Stripping away the noise helps me clarify what I can truly influence and act on. This gives me a realistic foundation for my next step. - Map the risks and responses
I write out possible scenarios, rank them by probability, and identify mitigation strategies. What do I need to consider? Who should I consult? What’s the best/worst outcome? This turns abstract fears into practical options and brings structure to ambiguity. - Take a perspective walk
Sometimes literal, sometimes not. I step into different viewpoints to test my thinking. Using empathy mapping, I ask: Have I missed anything? Who else’s perspective matters here? Have I considered all factors?
“We can’t avoid risk, but we can choose how we face it. By grounding decisions in control, planning, and perspective, leaders move forward with greater confidence and minimise regret. Sometimes the most courageous act is not speed, but deliberate pause.”
Peter Curran, Founder & Business Development Manager, Digital Surfer
“Marketing is essentially one big game of calculated ‘risk’. It relies on other people (AKA your ideal customer) picking up what you’re putting down, so there is always some level of risk. However, it’s not something you can afford to not do out of fear, so how can you make it more calculated and less ‘throwing spaghetti at the wall and see what sticks’?
“It all comes down to data. I know, you’ve heard it before, but you need to have someone watching your marketing results and data, or have someone be watching it for you. This will tell you what’s not working, what is doing well, and where you have opportunities to get more results, preventing wasted budget and giving you a higher chance for success.
“For a hesitant business owner, it may sound counterintuitive to spend money on an agency to do this, but as they say, you have to spend money to make money. If you’re not sure what you’re doing, it just helps take out that additional layer of risk that you’re missing something.”
Kyle Hunt, CEO & Entrepreneur, Health Care Providers Association (HCPA)
“I knew there was more to working a job just to survive under a boss who doesn’t even know your name. Did I want to spend every working day waking up to this reality, or did I want to spend my life making something of myself? That was the riskiest decision I ever made.
“No one has ever obtained success by staying in their comfort zone. From growing up in foster care to building a company generating tens of millions a year, my path has been shaped by challenges, growth, and tough decisions. For me I have always aspired to be a successful business owner and boss. People I admire are genuinely successful and respected in their field, all driven by the shared mindset of “no pain, no gain.”
“Having been in over 20 foster homes, I got comfortable being uncomfortable, and that is a big part of success. I got used to the idea of anything being able to change in a split second.
“This is when finding the motivation for your decisions helps drive them. For example, my motivaton stems from my childhood adversity, growing up in foster care. For me, this is just the beginning.”
Kathryn Goater, Co-founder, Co-CEO and PR Director, Media-Wize
“In business and in life there are moments when every option feels risky. At those times, it’s tempting to freeze, but inaction usually compounds risk. Sometimes the only way forward is to feel the fear and act anyway.
“That doesn’t mean rushing into a decision. It’s important not to analyse from a place of fear, or to conflate personal anxieties with professional outcomes. Instead, pause and ask: What is best for the business? What is best for our people? What supports our long-term goals? What aligns with our values? These questions create a steadier foundation for decision-making.
“A practical tool is a mind map, lay out your options, potential outcomes, and the impacts across stakeholders. This visual approach helps separate emotion from strategy and can clarify the path ahead.
“The truth is, we cannot know the future. All we can do is make the best decision with the information we have today. Accept that you cannot control everything, or everyone, and focus instead on acting with wisdom and good intent. If new insights emerge, you can pivot.
“Be agile, be fluid, and remain open to possibilities. Risk is inevitable, but fear of failure should not rule the outcome.”
Narendra Shukla, Director – Consulting Services, Edwise Consulting
“Decision-making isn’t about chasing some elusive, flawless solution, it’s about choosing an option that genuinely meets the core requirements in the situation you’re facing. Waiting for the “perfect” answer is a fast track to getting stuck in neutral while the world speeds past.
“A solid decision-making approach starts with clearly outlining your basic criteria such as:
- What must this choice accomplish?
- What are your risk thresholds and tolerance limits?
- What are the potential risks and rewards? And;
- Having a risk mitigation plan in place, so you’re prepared for the worst-case scenario without losing your sleep.
“Human nature tends to favour certainty over probability. People worry more about losing what they have than they get excited about potential gains, and behavioural economics has proven that time and again. Hence, it’s vital to ensure that you’re factoring in both the logical and emotional sides of the equation to eliminate cognitive and emotional bias.
“Consider an example of a startup with $1m in capital. If the potential return is 3x, the investment might look exciting. But the thought of losing that $1m would weigh much heavier than the chance of hitting a 3x return and could affect the decision-making.
“Eventually, decision-making is about selecting an option that addresses your needs, is workable, balances rationality with emotional realities, and minimises your downside.”
Elise Balsillie, Head of Thryv Australia and New Zealand
“When every option feels risky, I recommend looking at decisions the way you look at software solution tools – they either connect, create value or add clutter.
“The first step is clarifying the outcome that your business needs. Are you solving today’s problem or setting up for long-term growth? With that lens, you should evaluate each option, not on the pursuit or promise of perfection, but on its ability to simplify processes, remove duplication or free up time.
“I also recommend giving weight to integration. Just as software that doesn’t talk to other systems quickly becomes a burden, a decision that can’t connect with your business’s broader goals may not serve you well. Finally, ask yourself a practical question – will this choice build momentum or create friction? The answer should then help guide you forward. Risk is unavoidable, but decisions to simplify, integrate and keep your business moving, usually prove the most rewarding.”
Dean Salakas, Chief Party Dude, Party Hire Group
“At Party Hire Group, we often involve multiple people in major decisions which can lead to decision paralysis. Too many perspectives, too much uncertainty… and suddenly, no decision gets made at all. But here’s the thing: not deciding is still a decision and one with its own cost.
“When every option feels risky, sometimes doing nothing is the smartest move. Other times, you simply have to choose the least bad option.
“Risk is only one side of the equation. Benefit is the other. We often weigh options by calculating the likelihood of negative outcomes and the potential upside. A simple method? Multiply the probability of failure with the cost, and do the same for the benefit. The weighted outcome often reveals a clearer path.
“In the end, alignment, clarity, and momentum matter more than certainty. Consider those things also in your decision. Just because a decision has a better outcome, it its not well aligned to your strategy that also is not the right path. Always come back to your mission and what decision is likely to achieve your mission best.”
Bethan Winn, Founder and Director, Human Skills Co
“When facing high stakes decisions, it’s easy to feel paralysed by the potential for things to go wrong. But these powerful strategies can help you navigate uncertainty with more confidence:
- The Two-Question Test
When facing high-stakes decisions, ask yourself: “How easily can I reverse this choice?” and “What’s the real impact if this goes wrong? (and can I live with that?)” This simple framework helps distinguish between decisions that feel scary but are actually low-risk, and those requiring genuine caution. - Nibble Rather Than Scoff
Instead of making one massive, risky leap, break larger goals into smaller, testable steps. Rather than immediately quitting your job for a career change, start with a free online course, attend a workshop, or shadow someone in the field. Each step provides valuable information without burning bridges. - Upstream Decision-Making
The key is making decisions “upstream”: establishing your values and principles in advance, so when facing difficult choices, you already have guidelines. As decision researcher Annie Duke notes: “The worst time to make a decision is when you’re facing one down.” - ‘Smart’ Me vs ‘Stupid’ Me
Consider creating systems where your calm, future-thinking self helps your stressed, in-the-moment self. Decide beforehand what trade-offs you’re willing to make or what values are non-negotiable. This prevents you from making fear-based choices in the heat of the moment. - Loss Aversion Bias
It’s worth remembering, we feel losses twice as intensely as equivalent gains, which explains why all options can feel risky. Recognising this bias helps you evaluate choices more rationally rather than being paralysed by potential downsides and focus on what you could gain rather than just what you’ll lose.”
Melissa Williams, CEO, Learning Dimensions Network (LDN)
“Risk is inherent in every leadership decision. The challenge isn’t to eliminate it, it’s to manage it with clarity and confidence. First, evaluate the risk itself. Ask yourself, what could go wrong, and what would the consequences be for the stability of the business? It’s vital to consider whether you can test the decision on a small scale before committing completely. Sometimes, you might find you have the choice to not decide at all!
“Once you’ve evaluated the risk, the next step is to mitigate the potential fallout. What strategies can you put in place to lessen the blow if things go sideways? Through careful planning and strategic thinking, you might be able to eliminate the risk entirely. Don’t be afraid to test your ideas with trusted peers and ask them how the risk could be eliminated or its impact lessened. This collaborative approach often yields the best solutions.
“Finally, once the decision is made, monitor and review its impact. A leader must be ready to pivot at a moment’s notice, making necessary course corrections before a potential risk becomes a reality. This process isn’t about avoiding risk; it’s about being prepared to navigate it effectively.”
Seamus Phan, CTO, McGallen & Bolden Pte Ltd
“Two of the most challenging operating environments are flight decks and the operating theater. Pilots have to be alert and ready for normal and abnormal flight conditions, follow procedures, and make difficult and sometimes life-and-death decisions in crises for the best possible outcomes. Likewise, surgeons in an operating theater face the same difficult decisions, risks, and outcomes.
“In our consulting with clients on crisis management and communication, we take a leaf out of aviation on how pilots manage crises and communication through crew resource management (CRM) and threat and error management (TEM).
“CRM is honed over time for the best way for flight crew to work collegially and effectively together for all flight conditions to reach the destinations safely. The key elements in CRM include communication, situational awareness, decision-making, and teamwork. Communication in aviation is about using unambiguous language to explain and relay information.
“CRM is even adopted by surgeons in operating theaters today. Therefore, we believe every business demands courage just as pilots and surgeons do, and that the best possible outcomes come from making difficult decisions based on facts, evidence, trajectories, and potential outcomes, and CRM can become a good guide to how best to make such decisions.”
Jonathan Englert, Founder and Director, Andiron Group
“In a sense this may be the wrong question because it assumes that we can actually see all of our options. I’ve been on two sides of the risk question: as the observer/researcher and also someone experiencing this in the trenches. As the observer/researcher, it’s clear that the human brain under stress can rapidly narrow its ability to perceive choices. That means that our range of options might not only “feel” risky but actually be risky since we aren’t seeing the full range of possibilities. When you’re in the trenches this phenomenon is so obviously real as you find yourself circling around this limited list. That’s why it’s so essential to recognise what’s happening in your brain, recognise that your option pool is much likely far bigger than you can see at the moment, and turn to others (mentors, friends, people outside your industry) to break you out of your cognitive prison.”
Hilary Saxton, CEO, Property Mastermind
“Deciding how to proceed when every option feels risky is a universal challenge for business owners. As co-owner of Property Mastermind, a business that’s helped students complete developments valued at over $1.3 billion, I’ve learned that indecision is the most dangerous risk of all. I apply my BUILD framework to every difficult choice:
- B: Back yourself and the fact that there will never be a perfect time to act. The real risk is doing nothing, a choice that guarantees you won’t progress.
- U: Unapologetically decide. I’ve learned from my journey of overcoming teenage pregnancy and domestic violence that a safe option rarely exists and progress comes from picking a direction and being prepared to course-correct.
- I: Interpret what’s imperfect using a simple flowchart to filter your options based on impact and alignment with your values. It doesn’t need to be flawless, it just needs to move you forward.
- L: Lean and Learn. Make the call, lean into it, and be ready to adjust on the run. Leadership is about learning faster than the situation changes
- And lastly, D: Do it! Don’t wait till the timing is perfect, it never is.”
Marissa Candy, Director, The Marketing Factory
“A risk-averse mindset leads to stagnation, which is often the biggest risk of all. What if we change how we define risk? Instead of seeking the safest choice, look for the one that offers the most growth, regardless of the outcome.
“To break the cycle of indecision, first redefine what risk means to you. Ask yourself, “Which choice expands my possibilities if it works and teaches me the most if it doesn’t?”. I’ve seen this in action with clients who took a chance on a new approach and achieved phenomenal results.
“Next, shrink the decision. Rather than committing to a huge change, break it down into a small, manageable pilot project or a quick experiment. It turns a big unknown into a small, manageable bet. This is how we pivoted from a mass media agency to a lean, digitally focused model after a challenging period.
“Finally, use regret as your compass. Imagine looking back a year from now: which option would you regret not trying?. Hesitation drains momentum, while action builds it. You can’t eliminate risk, but you can choose the one that leads to growth instead of standing still.”
Danielle Green, Marketing Manager, Access Intell
“Providing trade credit is inherently risky. Every day, businesses are balancing a new sales opportunity with the risk of financial loss. Will the customer pay on time, if at all? Making a decision on whether or not to extend credit, and how much, has risks. Tools to automate credit decisioning like our Access Approve software reduce risk by providing an automated credit application assessment process. All the information to instantly make an informed decision is in the one place, with approval workflows customised to a business’s unique risk profile. This creates a consistent and reliable decision-making process that takes personal variability out of the equation, leading to confidence in the process.”
Maud Vanhoutte, Soft Skills Chef: Cooking Result-Oriented Training Workshops & Coaching Sessions, New Reflections
“As easy as 1,2,3 and ABC
“Start by connecting to your big WHY. Ask: ‘Will these decisions take me closer to my goals?’
When every path feels uncertain, remember: your outcome is shaped by a series of decisions, not a single leap. The real risk lies in indecision.
“To assist executives with high-stakes moves, I created The 1,2,3 Ease-Your-Path Framework:
- Situation: Spend no more than 5% of your time and energy defining it.
- Options: Generate at least three. Two is an ultimatum, not a choice.
- Action: Done beats perfect every time. Start, adjust, repeat.
“And the ABC of Mindset:
- Act on small, easy, high-impact decisions: The 20% moves that create 80% impact.
- Break free from perfectionism: It delays progress and fuels doubt.
- Change your focus from risk to momentum: Guess what? The more you look for risks and problems, the more you find them.
“If needed, imagine the cost of doing nothing. Now picture your challenge resolved, thanks to your decisions…
“And remember to have fun all the way! Relax your eyebrows and shoulders. Start with a smile. That is already a decision in the right direction.”
Alon Dukorsky, Founder & CEO, Circular Clothing Co.
“When every option feels risky, I remind myself there’s no such thing as a risk-free path in business. The only real mistake is standing still. With Circular Clothing Co., I’ve had to make calls knowing they might not be perfect – from launching clean-out kits to weighing up a marketplace pivot. What helps is asking: does this decision move us closer to our values of sustainability and growth, or does it distract us?
“I’d rather commit, learn fast, and adjust, than wait for the “safe” option that never comes. In practice, that’s meant backing ideas that felt uncomfortable but aligned with our bigger picture. Risk doesn’t go away, you just get better at deciding which risks are worth taking.”
Jonelle Colabufalo, Co-Founder, Jared Dunscombe Foundation
“In business, as in life, we’re often faced with decisions where there’s no clear path. As a leader, being paralysed by risk isn’t an option, and forward momentum is key. My approach is to be grounded by your values and the organisation’s vision. If these aren’t clearly defined, that’s your essential first step. When you have these as a crucial anchor, it ensures that even a risky choice aligns with the path you are forging.
“Action is paramount. You must trust that you and your team have the awareness to adapt if a choice isn’t working as planned. My experience has shown me the power of the peaceful warrior approach to achieving significant results without frantic energy.
“There’s also a misconception that a great leader must make all decisions alone, but the best outcomes often come from collaboration and seeking diverse perspectives. If all your options seem risky, consult your team. Their input can refine your decision-making and might reveal an idea or outcome you hadn’t considered. A collaborative process reduces the perceived risk and builds vital buy-in. It’s about turning a solitary burden into a shared mission, allowing you to move from fear to purposeful action.”
Geoff Keir, Chief Product & Growth Officer, Rapid Lending Group
“In technology and lending, every major decision comes with risk. Launching a new product, pricing in volatile markets, or betting on growth – there’s never a perfectly safe choice. I’ve learned that waiting for certainty usually means missing the opportunity.
“What helps is reframing the problem. Instead of asking “what if this fails?” I ask “what if this works?” That shift forces me to weigh upside against downside, not just fixate on loss.
“I also break risks into categories. A financial risk can be modelled, a reputational risk needs trust and communication, and an executional risk calls for strong people and processes. Comparing risks on the same scale makes the options clearer.
“Finally, once I commit, I move quickly. I set “kill switches” – clear points where we’ll reassess – but until then, the team executes with conviction. In my experience, hesitation and half-measures usually cost more than making the wrong call.
“The truth is: every option is risky. But momentum, discipline, and adaptability beat standing still every time.”
Saurabh Arora, CEO, Eminence Finance Group
“It often feels like every significant decision carries a high degree of risk, and this can cause analysis paralysis. It’s a test of your leadership and resilience, and in these moments, I’ve found that true confidence comes not from knowing the outcome, but from a strategic approach to the process itself.
“Navigating risk is all about having faith in the process and expecting the unexpected. This means you’ll be ready to adapt to any situation. I’ve also found that using clear, jargon-free communication is key to making sure everyone is on the same page.
“Sometimes, to make a big leap, you have to move a little backwards. Stepping away from a top-performing role in corporate to start my own business was a massive risk, but it was essential to build the company I envisioned.
“Above all, think big! Believe that you will learn something from every risky decision. My journey from immigrant to industry leader has shown me that every challenge offers invaluable lessons. It’s this mindset of being open to continuous learning and having a backup plan by developing client loyalty with a strong referral base that can allow you to take on risk and emerge stronger.”
Michael Russell, Managing Director at Finwave Finance
“When every option feels risky, standing still can be the most dangerous move.
“At Finwave, we support business owners facing high-stakes decisions, from expanding their fleet to financing equipment under economic pressure. One principle we use often is test, then commit.
“Start by identifying the lowest risk action that gives you useful feedback. Can you trial a supplier? A marketing channel? Finance the asset rather than buying it outright? Seek one contract before scaling?
“This approach builds clarity through action. Rather than aiming for the perfect decision, aim for a small step that gives you new information and limits downside.
“Next, define your fallback plan. Ask yourself if this doesn’t work, how quickly can I recover? Often, the fear of risk is disproportionate to the actual exposure.
“Finally, act with intent. When uncertainty is high, progress comes from learning faster than the market, not waiting for it to settle.
“The best decision isn’t always the safest, it’s the one that keeps you moving forward without losing control.”
Toby Gibson, Co-founder of Totem Eco
“As a founder, I’ve learned that decision-making is rarely about waiting for the perfect, risk-free option, it’s about moving forward with clarity of values. Every path carries uncertainty, but not every path aligns with your purpose. When faced with tough choices, I ask: Does this option stay true to our mission of creating products that are good for people and the planet? If the answer is yes, that becomes my north star.
“I also break big decisions into smaller, testable steps. Instead of betting everything at once, I trial ideas on a limited scale, listen to feedback, and adapt quickly. This makes risk feel less overwhelming and more like a process of learning.
“Ultimately, the best decisions are not those without risk, but those that create momentum while keeping you anchored to your values. For me, that balance between courage and alignment has been the difference between hesitation and growth.”
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