Dear Leaders,

In executive decision-making, few phrases are more effective, or more underutilized, than “I disagree and commit.”

It means: I’m mature enough to speak up, clear-headed enough to let it go, and committed enough to execute without hesitation.

It’s the opposite of dysfunction, where people nod in meetings, then quietly work to sink the plan.

Here’s how it works: You make your case. The decision goes another way. Say, “I disagree and commit.” Then push like it was your idea.

No sulking. No I-told-you-so. No slow-rolling the execution. You’re fully in.Because in most cases, decision velocity matters more than decision accuracy.

How?

– Most decisions are reversible. If it’s wrong, pivot.

– Most decisions improve after they’re made, because action reveals what deliberation doesn’t.

– Fast decisions get you to the next cycle of testing, learning, and improving before the competition even starts.

– Slow decisions drive away your best people. Builders want to build. If they’re stuck waiting for approval, they’ll go build somewhere else. Or worse, lose the drive to build at all.

In fast-moving environments like today, “perfect” decisions take too long, and by the time we make them, the context has already changed.

So when a decision lands on your desk, don’t wait to be convinced. Seek clarity:

– Do I trust this person’s judgment?

– Is the downside recoverable?

If the answers are yes, try: “I disagree and commit. Let’s move and make it a success.”

Now the decision is made, your team can execute, and you’re no longer the bottleneck.

If you’re good at course-correcting, being wrong is less costly than being slow. And fast decisions sharpen judgment. The more you move, the better you get at spotting and fixing mistakes early, which also happens to be an invaluable life skill.

Of course, not every decision should be made for speed.

Some, like M&A, layoffs, and major strategic bets, are irreversible and aren’t to be rushed. The key is knowing the difference between pouring concrete and picking a playlist. And that’s a distinction great leaders like you already know how to make.

One of the most important lessons in leadership is this: Your job isn’t to be the smartest voice in the room. It’s to clear the runway so your team can take off.

More often than not, that means giving the green light with 70% of the information at hand. If you wait for 90%, you’re already behind.

In the words of Dee Hock, founder of Visa: “Making good judgments with complete information isn’t leadership. It’s bookkeeping.”

Indeed, most regret comes from waiting too long, not moving too fast.

Onward,

Hamza