Nobody better captured the importance of decision-making than renowned scholar and father of modern management, Peter Drucker, when he said, “Decision-making is the specific executive task.”
The essence of this assertion is that effective leadership is tested by one’s ability to act decisively—especially when the path forward is unclear.
Drucker’s insights have deeply influenced how organisations are structured and led. His view that decision-making is the cornerstone of management opens the door to an important conversation—one that extends far beyond boardrooms into the realms of personal growth, national leadership and global affairs.
In 1998, I had a personal ‘Peter Drucker’ experience that highlighted the importance of intentional thought in enabling quality decision-making. That year, I was a participant in a government-run initiative called TVET—Technical and Vocational Education and Training. A programme meant to equip unemployed young people with vocational skills, empowering them to start their own ventures. The programme, which is still running, remains a valuable national asset.
As part of the programme, I was attached to an upmarket woodwork firm that assigned me to work with highly skilled craftsmen. One memorable assignment involved helping construct a custom-built living room bar in the home of a well-known businessman in an affluent suburb of Mbabane.
During the project, I interacted with the businessman’s young daughter—about ten years old—who tended lovingly to her pet rabbits. As we approached the end of our assignment, I found myself drawn to the rabbits—which prompted me to ask the young girl if I could have one.
She looked at me thoughtfully and said, “Let me think about it.” A statement that wasn’t dismissive or evasive. She delivered it with genuine calmness and authority. True to her word, she returned a short while later and said, “As much as I’d love for you to have one, I’m afraid I can’t give it to you.” She offered no explanation for her decision, and I didn’t press on. In that moment, I felt like the child, and she, the adult.
That brief exchange left a lasting impression on me. I was deeply struck by the wisdom contained in just a few simple words: “Let me think about it.” Her final answer, though not what I had hoped for, elevated my level of thinking. It reminded me—an older man still learning—that there is both power and integrity in the pause.
The Value of the Pause
That young girl’s calculated response offers a profound lesson in an age that glorifies speed. Today’s society often equates quick thinking with intelligence, efficiency, and competence. Yet the ability to pause, reflect, and evaluate before responding is among the most powerful tools we possess—as individuals, institutions, and nations.
However, saying ‘Let me think about it’ is mostly viewed as a sign of indecision or evasiveness. When in fact, this trait is a sign of maturity, responsibility, and respect—for the request, the opportunity, and most importantly, for oneself.
This lesson transcends personal interactions, right through to our families, businesses, governments, and communities—teaching us that thoughtful decision-making is not only prudent but essential. On the flip side, it teaches us that impulsive decisions—no matter how small—can have long-term consequences. Whether accepting a job offer, investing in a venture, entering a relationship, or responding to conflict, the pause allows us to weigh our values, intentions, and possible outcomes.
A deliberate moment of reflection gives us the opportunity to step away from our emotions—whether excitement, anger, hate, guilt, pride, envy, or pressure—and return to our centre. A brief pause enables us to act from a place of clarity and certainty rather than impulse.
The Cost of Haste
In the business world, rushed decisions are common and come with heavy costs. A company might release a flawed product, enter a volatile market, or sign an ill-advised contract—driven by the pressure to stay ahead of competitors or meet unrealistic expectations. The results? Reputational damage, litigation and sometimes serious financial ruin.
Strategic thinking, however, is the foundation of sustainable business success. It’s the ability to pause to gather data and critically analyse it, test assumptions, consult stakeholders, assess risks, and develop contingency plans. It means not merely reacting to trends but understanding the broader business landscape before making calculated moves. This is what successful businesses do when they say, “Let us think about it.”
While agility is a virtue in modern enterprise, so too is thoughtfulness. Wise leadership must model the value of measured decision-making by resisting the urge for instant answers. Brainstorming, scenario planning, and thorough consultation must be embraced not as bureaucratic delays but as investments in better outcomes.
The High Stakes of Governance
In governance, the stakes are even higher. When governments—central or local—act without adequate research, consultation, or foresight, the consequences can be severe. This can, and often does, lead to serious disruptions in communities, destabilised economies, and broken public trust.
Public policy—whether related to healthcare, education, infrastructure, or national security—requires deep, thoughtful deliberation. Not only in terms of how these policies are designed, but also in how and when they are launched.
Governments must always resist the temptation to act impulsively just for political clout. Quick fixes may win temporary applause, but these often fail to withstand the test of time. True leadership means saying, “Let us think this through,” even when public sentiment demands immediate action.
Countries like Singapore and Norway offer credible models. Their emphasis on long-term planning over short-term reaction has created resilience and prosperity. These nations demonstrate that forward-thinking is not a luxury but a necessity.
A Cultural Shift Is Needed
Unfortunately, many societies are conditioned to perceive reflection as a sign of indifference, insensitivity, or indecision. Fast talkers get celebrated, while those who take the time to understand and analyse are viewed as hesitant or slow. This cultural bias may be one of the most persistent management flaws of our time—and needs to be challenged.
As part of the cultural shift, we need to reframe ‘Let me think about it’ as a mark of maturity, discipline, and responsibility. Our schools must be environments where children are encouraged to process complex questions before responding. Punishing slow answers discourages critical thinking, creates timid behaviour in learners, and reinforces the false belief that speed equals intelligence.
In workplaces, employees should be empowered to consider commitments and conclusions carefully rather than rushing assignments or projects simply to meet deadlines. In politics, we must learn to applaud leaders not only for bold moves but also for their wise restraint.
What Mandela Got Right
History offers compelling examples of the power of a pause in key moments. Nelson Mandela’s choice to pursue reconciliation after apartheid, and Martin Luther King Jr.’s unwavering commitment to nonviolence, came after deep moments of careful reflection. The ability to pause for a moment carries the power to reshape lives and alter the destinies of entire nations.
In contrast, history is littered with avoidable tragedies—wars sparked by ego, economic collapses caused by irrational policy, and social unrest driven by pride or greed. In almost every case, the missing ingredient was the pause.
Historical
Failures of Haste
Let me share a few historical instances that proved catastrophic, compelling trusted leaders to regret their decisions.
In a 2015 CNN interview, former UK Prime Minister Tony Blair admitted that there were ‘mistakes in planning’ for the aftermath of the 2003 invasion of Iraq, and that the intelligence on weapons of mass destruction was wrong. He said, “I apologise for the fact that the intelligence we received was wrong.” This decision is widely regarded as Blair’s most damaging of his premiership.
In another notable case—though not involving a head of state—Robert McNamara, U.S. Secretary of Defense under Presidents Kennedy and Johnson, later admitted that American involvement in the Vietnam War was a profound mistake. In his 1995 memoir In Retrospect, he wrote, “We were wrong, terribly wrong.” His admission stands as a clear acknowledgment of both executive miscalculation and moral failure.
A Gentle Plea
This piece may carry a nostalgic sentiment on a young girl and her rabbit—and yet—it is largely a gentle plea to our leaders—in business, government, politics, families, relationships, and communities—to pause before making a decision. As Peter Drucker observed, decision-making is a core executive responsibility—but it must be approached with deliberate care. History has shown us that a single moment of thoughtful consideration can save a life, prevent jail time, preserve a business, mend a relationship, or even alter the course of a nation.
Feedback: johnpires@live.com | WhatsApp: 76027758 | Cell: 76065993
