In the fast-pace world of executive leadership, decision-making is the skill that separates thriving enterprises from those stuck in mediocrity—or worse, decline. Yet, even the most  seasoned executives can fall prey to the allure of decisions that feel right rather than those that are data-driven and strategic. This article explores how to move beyond the reactive traps of the “ego self” to embrace the clarity of the “strategic self,” equipping leaders with tools to make more impactful choices.

The Urgency of Effective Decision-Making: Lessons from “The Lean Startup” and “Traction”

In today’s competitive business landscape, speed and precision are the currencies of success. The methodologies presented in Lean Startup by Eric Ries and Traction by Gino Wickman emphasize the importance of moving quickly and decisively. They also stress the critical need to make data-driven decisions, particularly in uncertain environments.

The Lean Startup approach advocates rapid experimentation, where decisions are tested and iterated upon based on measurable outcomes. Similarly, Traction focuses on aligning decisions with a clear organizational vision and tracking progress using data and accountability. These frameworks highlight that good decisions aren’t just fast—they’re also effective because they’re rooted in facts rather than gut feelings.

Without this foundation, executives risk falling behind competitors who are faster and more disciplined in their decision-making. Yet, the challenge lies not just in learning to move fast, but in ensuring those decisions are grounded in the right framework. This is where the “ego self” often becomes a saboteur, leading even the smartest leaders astray.

The Ego Self: When Feelings and Projections Hijack Decisions

Not all decisions are created equal. Some are data-driven and rooted in objective analysis, while others arise from unconscious drives that feel correct but are, in reality, shaped by past experiences, personal biases, and projections. These “ego decisions” can feel like slipping on an old, comfortable pair of shoes—they’re familiar, reassuring, and easy to justify. But they often lack the rigor required for strategic success.

The “ego self” reacts instinctively, drawing on feelings rather than facts. Trauma theory and psychoanalysis reveal that this instinct is often shaped by past adaptations to particular contexts. When executives make ego-driven decisions, they’re frequently projecting their personal history onto the present situation. For instance, if a leader once faced insubordination from an outspoken employee, they might project that experience onto a current team member who is voicing concerns, interpreting it as defiance rather than constructive feedback.

This projection blinds the executive to the unique context of the present moment. Instead of seeing the situation as it truly is, they interpret it through the lens of their own biases and emotional baggage. Studies in cognitive psychology reinforce this, showing that individuals are prone to overestimate the similarity of current challenges to past experiences, leading to flawed, emotionally driven decisions.

The key problem with the “ego self” is that it prioritizes what feels right over what is right. More so, it will feel like a good and sound reasoning. However, these “reasons” will be forms of cognitive bias such as confirmation hunting, Dunning-Kruger effect, or fundamental attribution errors. Ironically, the need to make effective decisions quickly will accentuate the brain’s reliance on ego based decisions. Thus the effective executive must recognize these tendencies, understand their roots, and consciously shift from feeling-based reactions to data-driven, outcome-informed responses.

The Strategic Self: Leading with Data and Discipline

In contrast to the “ego self”, the “strategic self” is grounded in objectivity. It relies on data, context, and alignment with long-term goals. While the ego self is like slipping into an old pair of shoes that feel good but may no longer fit, the strategic self is like breaking in a new pair—uncomfortable at first, but ultimately better for the journey ahead.

The strategic self-evaluates decisions not based on immediate comfort but on their alignment with measurable objectives and the realities of the situation. It acknowledges that discomfort often accompanies growth and progress.

To cultivate the strategic self, executives must:

• Pause and Reflect: Before making a decision, ask: “Am I reacting based on feelings, or responding based on data?”
• Challenge Projections: Identify assumptions about the situation and validate them with facts.
• Seek Diverse Perspectives: Engage others who can provide insights free from your own emotional filters.
• Revisit Strategic Goals: Use these as a litmus test for whether a decision serves the organization’s larger mission.

The strategic self is not swayed by the comfort of familiar feelings. It sees the situation objectively, makes sacrifices when necessary, and embraces the long-term benefits of strategic choices.

A Tale of Two Decisions: Ego vs. Strategic Leadership

Consider an executive reviewing a staff survey that highlights widespread dissatisfaction. The ego self might dismiss the findings with a projection: “Kids these days just don’t want to work.”  “Kids these days” is a common cognitive bias that functions more as an excuse to inaction from the executive, than a data driven solution.  Examples of this particular cognitive bias have been found in Greek writing as old as 600 BC! In the executives mind, this reaction feels justified, reinforcing the leader’s internal narrative, but it ignores the reality of the workforce’s challenges.

The strategic self, however, approaches the survey with curiosity and discipline. Instead of reacting, this leader digs into the data to understand the root causes. By engaging employees and addressing systemic issues—such as unclear career paths or insufficient training—the executive makes a decision that empowers the workforce and aligns with organizational goals.

An Actionable Exercise: Recognizing the Ego and Strategic Self

The comfort of the ego self is seductive because it feels right—it’s familiar, like slipping into an old pair of shoes. But familiarity isn’t always correctness. Strategic decisions often feel wrong at first, like breaking in a stiff new pair of shoes. They require patience and a willingness to endure short-term discomfort for long-term gain.

Here’s an exercise to help differentiate between these impulses:

1. Identify the Feeling: When faced with a decision, pause and ask yourself, “Does this decision feel comfortable or familiar? Am I reacting out of habit or past experience?”
2. Check the Data: Write down the data supporting your decision. What facts and metrics are guiding you? Are you validating assumptions with objective evidence?
3. Define the Goal: Clearly articulate the purpose of the decision. Ask, “Am I making this decision in service of my strategic goals, or to satisfy my ego’s need for comfort or validation?”
4. Make a Strategic Sacrifice: If the data suggests a decision that feels uncomfortable, consider it a sign you may be on the right track. Commit to the choice and remind yourself that discomfort is a natural part of strategic growth. Remembering that growth lives between our comfort zone and a panic attack!

By practicing this exercise, you’ll train yourself to recognize when the ego self is taking the lead and shift toward the disciplined, data-driven mindset of the strategic self.

Conclusion: Choose Strategy Over Comfort

Great executives are not those who merely act quickly but those who act decisively and strategically. The path to becoming an exceptional leader lies in recognizing the difference between decisions that feel right and those that are right. By stepping away from the reactive tendencies of the ego self and embracing the clarity of the strategic self, you can lead with confidence, purpose, and impact.

The next time you’re faced with a tough decision, ask yourself: Are you slipping into the comfort of old shoes, or are you willing to break in new ones to walk further? Choose wisely—your legacy depends on it.

Need help with this or other executive challenges?  Schedule a free discovery session with an executive coach from the Flickinger Performance Group today. 

by: Shawn Meredith