When Doing Nothing Is Really Something. Fast and Slow Decisions

When doing nothing is really something. Fast and slow decisions.

 

Several decades before Mike Pezzullo was the head of Home Affairs and became embroiled in the WhatsApp scandal, he was the bowler and I was the batsman in a fiery cricket encounter. It was the Bexley team versus the Rockdale Rockys at Gardiner Park in Sydney.

 

It was supposed to be a social cricket game, but the participants included Greg Doyle, who played A grade for Randwick, just one level below Sheffield Shield. So there were a few chaps who could play a bit.

 

There was a bet going, that if I could open the batting and make fifty runs, I’d also get to open the bowling. Given that my highest score ever was in the 40s, and the bowling attack was fierce, the boys in my team thought there was no chance of me getting the new ball.

 

Decision time, less than half a second. Do nothing.

 

Pezzullo bowled a bouncer. In that split second, I lost sight of the ball. It’s over 40 years ago but I still remember what I was thinking that day when I went out to bat. Whatever you do, no rash strokes, don’t get out, don’t get out.

 

I could have ducked, but no time. I could have defended, but may have gloved it to the slips. I could have gone for the slog, but be caught in the outfield. I was on zero at the time.

 

So what did I do? Nothing. I stood there. The ball careered into me. Thudded into the chest. The close in fieldsman hearing the noise let out a groan. Pezzullo glared. But I did not get out.

 

Budgie Doyle walks down from the non strikers end, looks me in the eye and says calmly, whatever you do Dan, don’t rub. Budgie wanted no sign of weakness shown that day. I complied.

 

Mindset shapes results

Made 50 runs that day, my only ever 50. What was the best shot I played? Was it a cover drive for four? A deft leg glance? The wild slog to bring up the 50?

 

It was the do nothing shot, by far. Doing nothing was the best decision I made.

 

I’m not always that focused, but that day my mindset was clear, whatever you do, or don’t do, don’t get out, don’t get out.

 

The do nothing option in business

 

In business leaders are under pressure, from the team, from shareholders, from the press, to get results. The urge to do something, even when that something might not be the right thing it can be overwhelming.

 

If you do something and fail, some will say, well at least they tried something. If you do nothing and fail, most will say, you see, he did nothing.

 

But you know, deep down, that doing nothing is sometimes really, really something.

 

Thinking fast and slow, good leadership decisions and mindset

 

Daniel Kahneman wrote about System 1 and System 2 thinking. To put it simply, System 1 is engaged for decisions we make quickly, automatically, often when the stakes are not high, like will I have toast or cereal for breakfast?

 

System 2 thinking is usually for more complex decisions, where the stakes are often higher, and so we analyse more and weigh up options. Like, do we buy that company?

 

The do nothing option can be a great answer whether its System 1 or System 2 thinking.

During the roughly half a second between Pezzullo releasing the ball and it rearing up at me, the stakes were quite high (cricket balls hurt and I wanted to open the bowling) but no time for System 2 thinking.

 

Great leaders are usually those that have skills in both System 1 and System 2 thinking. Their gut instinct is often right, but when they have to carefully analyse they can.

 

At Stoke we’re a team of seasoned campaigners, including former Directors and General Managers who’ve faced our fair share of decisions in business and in life. If you’re a leader looking to better understand how you can use your mindset to make better leadership decisions, to improve your clarity of thinking, be it fast or slow decisions, contact us.

 

PS. I did open the bowling that day. That was the last time that happened!

 

Dan Kery

Stoke Consulting

Drawing from a successful executive career across engineering, sales, planning, management recruitment and operations management, Dan brings insightful and diverse thinking to help clients. Coaching leaders in globally recognised methods of decision making, problem solving, priority alignment and project management, he has a knack for enabling the truly best ideas to move from ambitions to outcomes.