It's not lack of intelligence. It's not lack of information.

It's decision fatigue compounded by wrong framing.

Here's what I mean:

Most people approach big decisions by listing pros and cons. Sounds logical, right? The problem is that a pro/con list treats every factor as equal — when in reality, one factor almost always matters 10x more than the rest.

CEOs don't think this way. They use a technique called "What would have to be true?"

Instead of evaluating options, they pick the option they're most drawn to and ask: What would have to be true for this to be the right choice?

Then they pressure-test those assumptions. If the assumptions hold up, they move. If not, they move to the next option.

This does three things:

• Eliminates analysis paralysis

• Forces you to confront the real risks (not imagined ones)

• Cuts decision time by 70-80%

I built an entire course around frameworks like this. Mental models from people who make billion-dollar decisions daily — simplified so you can use them on everything from career moves to hiring to product launches.

$27, lifetime access. No fluff, just the playbook.

You're in. Here's how to get started:

1. Start the course — Head to "The CEO Decision Course" in the sidebar. Work through it at your own pace.

2. Join the chat — Drop into Members Chat to introduce yourself and connect with others leveling up their decision-making.

3. Check back here — I'll post frameworks, case studies, and bonus resources regularly.

One tip before you dive in: the best way to learn decision-making is to practice it. Apply every framework to a real decision you're facing right now.

Let's go.