Decisions often get bogged down not because the choices are bad but because there are simply too many of them—or they are presented in a way that places the wrong kind of weight on the decision-maker. The more options someone is given, the more likely they are to stall, question the validity of the options, or try to re-create the analysis that got them there.

The real problem isn’t a lack of clarity or effort from the person making recommendations. The problem is how we present decisions. And the solution is surprisingly simple: propose a default option and invite validation.

Options are not empowering

We’ve all been trained to think that offering multiple options is the polite thing to do. It feels democratic, thorough, and considerate. “Here are three options for moving forward,” we say, thinking this will make the decision-maker feel empowered.

But it doesn’t. Instead, it overwhelms them.

When faced with multiple options, the decision-maker is forced to do three things:

1. Understand the full context behind each option.

2. Evaluate the risks, benefits, and trade-offs.

3. Justify their choice—both to themselves and others.

This process isn’t just time-consuming; it’s exhausting. Decision fatigue is real, and when it sets in, people are more likely to defer, delay, or delegate. Instead of moving forward, the whole system grinds to a halt.

Decisions don’t need to be perfect to be good

One of the most counterproductive myths in business is that decisions need to be bulletproof. In reality, most decisions are better when they’re made quickly, with the understanding that you’ll learn and adjust as you go. Delaying a decision in search of perfect clarity often leads to missed opportunities, wasted time, and frustration on all sides.

But here’s the twist: people don’t naturally operate this way. Most of us are wired to avoid making decisions unless we’re completely confident. So, when you’re asking someone to choose between multiple options—say, “Should we overhaul the homepage, optimize just the product pages, or focus on blog content instead?”—what you’re really asking them to do is take on all the risk and responsibility for the outcome.

That’s a heavy load. And it’s why decisions get delayed.

The power of a default

Here’s the shift: instead of saying, “Which option do you choose?” propose a default while making space for disagreement.

“I recommend we prioritize overhauling the homepage first. It’s our most visited page and where most of our conversions happen. If there’s another approach that makes more sense, I’m happy to revisit, but this seems like the right starting point.”

This approach works because it does three key things:

1. Invites engagement without pressure: A clear recommendation makes it easier for the decision-maker to evaluate without feeling overwhelmed.

2. Reduces cognitive load: Proposing a default removes the burden of starting from scratch while leaving room for input.

3. Builds trust: You’re demonstrating confidence in your expertise while signaling that you value other perspectives.

What this looks like in practice

Scenario 1: Marketing campaign timeline

Instead of saying:
“We could start the campaign in January, February, or March—what do you think?”

Say:
“I suggest we start the campaign in February. It aligns with our product launch and gives us enough time to build creative assets. If there’s a different timeline we should consider, let’s discuss, but this feels like the best fit.”

Scenario 2: Hiring a vendor

Instead of saying:
“Here are three potential vendors. Which one should we choose?”

Say:
“After reviewing the options, I believe Vendor B is our best choice. They’re cost-effective and have a proven track record in our industry. If there’s a factor I’ve missed, I’m open to feedback, but I’m ready to proceed with Vendor B.”

Scenario 3: Team meeting structure

Instead of saying:
“Should we switch to biweekly meetings, keep them weekly, or stop them altogether?”

Say:
“I think switching to biweekly meetings makes the most sense. It gives the team more time to focus while still keeping us aligned. If anyone sees challenges with this approach, let me know, but I’ll draft the updated schedule to start biweekly.”

Why simpler is better

At its core, this isn’t just about decision-making—it’s about respecting time and mental energy. People don’t want to be overloaded with choices. They want clarity, confidence, and forward progress.

By proposing a default and inviting input, you’re removing the friction that slows things down. You’re making it easier for people to engage without feeling overwhelmed. And you’re respecting the fact that nobody—not even the best leaders—wants to wade through a sea of uncertainty to make a choice.

The irony is, most decisions don’t matter as much as we think they do. What matters is momentum. The faster you can move from “What should we do?” to “Here’s what we’re doing,” the better your team or organization will function.

So, stop laying out endless options. Start presenting thoughtful recommendations and inviting validation, and let progress take care of the rest.