A room full of executives can listen carefully and still leave without making a decision. Sometimes the missing element is a precise request: what needs approval, on what evidence and within whose authority?
A familiar workplace challenge
Illustrative scenario: an engineering lead presents a proposed monitoring pilot. The slides explain the equipment in detail, but the leadership team cannot tell whether it is being asked to approve a study, a purchase or a full rollout.
1. Write the decision before the slides
Complete a sentence that starts with “We are asking you to decide whether…” Include the scope and relevant boundary. A decision to explore an option is different from approval to implement it. Make that distinction visible.
2. Show the strength of the evidence
For every material claim, identify the source and limitation. Distinguish measured facts from estimates, assumptions and forecasts. If a benefit depends on adoption or a process change, say so. A precise estimate with weak support should not be presented as a guaranteed result.
3. Close with ownership and conditions
Prepare for approval, rejection or a request for more evidence. Record the decision-maker, action owner, conditions and review point. The next step should remain clear even if the proposed option is deferred.
Words to practise
“Today’s decision is whether to proceed with a limited pilot. These findings are verified; these benefits remain estimates. If approved, the project owner will confirm the scope and return with the agreed evidence before any wider rollout.”
Try this at work
Take an existing presentation. Write its decision request on one page, followed by evidence, uncertainty, alternatives and next owner. Remove slides that do not help the audience assess that request.
Reflect on the outcome, turn the useful step into a repeatable routine, and share the learning with a colleague. This is the Ramology cycle of Reflect, Automate and Multiply.
Build the skill in The Decision Advantage
This one-day workshop uses the SIGNAL framework. Decision-brief exercises, stakeholder role play, evidence auditing, peer challenge and executive pitch rehearsal. A presentation and question round lead to revision of the decision request.
Learning focus: Specify the decision required. Map stakeholder authority and evidence needs. Substantiate claims with sources and limitations.
