Tuesday, November 03, 2026

You've run the numbers four times and still haven't decided. It's not the decision that's the problem — it's that you're making it with no one to pressure-test your thinking.

The decision's been sitting in your head for two weeks. Hire the second person, or hold. Take the lease, or wait another quarter. Say yes to the big client, or protect the team you've already got. You've run the numbers four times. You still haven't said the real version of how stuck you feel on it to anyone.

If you're wondering why a strategic decision in a small business can drag on for weeks when a similar call at a big company gets made in a single meeting, this is usually why. It's not the decision itself. It's that you're making it with no one in the room to push back on your thinking.

The Real Problem Isn't The Decision

There's a quiet myth in small business that strategic thinking is a solo skill — that a good owner should simply be able to weigh the options and know. But no leader in a business of any real size makes the big calls alone. There's a board, an exec team, a creative director down the hall who says "that won't work and here's why." In a five-person business, you're often the only person in that room.

It costs more than it looks like. In the United States in 2026, 43% of small business owners admitted they'd hidden business stress from a partner or family member — not because the stress wasn't real, but because saying it out loud felt like admitting they couldn't handle it (Xero Emotional Tax Return 2026, via CPA Practice Advisor). Carrying the decision alone and hiding how heavy it feels tend to be the same habit.

I've Been The Client Too

After more than 30 years building and running businesses, I hired my own Icehouse coach — not because I didn't know what I was doing, but because every decision gets sharper when someone outside it is allowed to ask the annoying question. That's the whole value. Not answers. A second mind in the room that isn't attached to being right.

You don't need a coach by 9am tomorrow to get some of that benefit. Here's where to start:

  • Say the decision out loud to one person outside the business this week — not to get permission, to hear your own thinking back.
  • Write the one sentence that would make you abandon the decision. If you can't write it, you haven't actually tested the decision yet — you've just been circling it.
  • Set a 48-hour "no new information" rule before you finally decide, so you stop restarting the analysis from scratch every time you feel uneasy.

"Talking with Kevin the first time was so valuable and we were learning so much. Within an hour Kevin had us thinking about our business and our goals in a totally different way. In fact we were supposed to be catching a flight but we decided it was more important that we continued the meeting with Kevin."

— Angus and Cameron, Flatpack Co

Why Owners Know This And Still Don't Ask

Most owners already suspect a second opinion would help. They don't ask for one, because asking can feel like admitting they can't handle the business they built. It's the opposite. A coach's entire job is to be the person in the room your business doesn't currently have — the one who's allowed to say "walk me through why" without an agenda of their own.

This isn't for you if you've already got a strong board, a trusted CFO or a leadership team who argue with you properly. If that's you, you've solved this. If it isn't, that's the gap worth closing.

Key Takeaways

  • Name the decision out loud to someone outside the business before you finalise it.
  • Write the sentence that would kill the decision. If you can't, you haven't pressure-tested it.
  • Give yourself a 48-hour information cut-off so analysis has an end point.
  • Stop treating a second opinion as a weakness. Every serious leadership team has one built in — yours just has to be built on purpose.

You don't need to become braver to make this decision well. You need someone in the room. That's the whole fix — and it's available to you this week, not someday.

Be the owner who makes the biggest calls with someone in the room who will ask the annoying question.

If the last three decisions you made alone took twice as long as they should have, that's the first thing Kevin will work on with you.

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