The Decision Filter

Here’s a stat that should piss you off:

The average executive makes 35,000 decisions per day. Most of them are garbage decisions that drain energy, create decision fatigue, and contribute exactly zero dollars to the bottom line.

You’re sitting there agonizing over what to post on LinkedIn, which CRM to use, whether to respond to that email now or later, what to wear to the networking event, which coffee shop to work from, and fifty other micro-decisions that evaporate the moment you make them.

Meanwhile, the three or four decisions that could actually change your trajectory this year? You’re avoiding those like they’re on fire.

I get it. Big decisions are scary. They have consequences. They require you to bet on yourself in ways that feel uncomfortable.

But here’s the truth: Your business doesn’t need you to make more decisions. It needs you to make better decisions. And that starts with having a filter that separates the signal from the noise.

Today, I’m giving you the exact framework I use to cut through decision clutter and focus on what actually moves the needle. This isn’t theory. This is the system I’ve used to build three companies, advise a dozen others, and avoid driving myself insane in the process.

Let’s clean up your decision-making engine.

First things first: You need to see where your decision-making energy is actually going.

Most guys have no idea. They just react to whatever’s in front of them and wonder why they feel mentally fried by 2 PM.

Here’s what I want you to do today:

Set a timer on your phone to go off every hour. When it goes off, write down the last three decisions you made in that hour.

Do this for a full workday.

At the end of the day, you’ll have a list of 20-40 decisions. Now categorize them:

Type A: Revenue-Impact Decisions
These are decisions that directly affect whether money comes in or goes out. Pricing. Hiring. Firing. Offers. Partnerships. Contracts.

Type B: Leverage-Impact Decisions
These are decisions that affect how much you can get done with the same amount of effort. Systems. Delegation. Process. Automation. Time allocation.

Type C: Maintenance Decisions
These are decisions that keep the lights on but don’t move anything forward. Responding to emails. Scheduling. Admin. Logistics.

Type D: Noise Decisions
These are decisions that don’t matter at all. What to eat. What to wear. Which app to use for note-taking. What color to make the logo.

Here’s what you’ll find: 70% of your decisions are Type C or D. Maybe 20% are Type B. And if you’re lucky, 10% are Type A.

That’s backwards.

Your job as a business owner is to spend 80% of your decision-making energy on Type A and B decisions, and automate, eliminate, or delegate everything else.

The Decision Filter is how you make that happen.

Every decision that crosses your desk gets run through four questions. If it doesn’t pass the filter, it doesn’t get your energy.

Here’s the filter:

Question One: Does this decision directly generate or protect revenue?

If yes, it’s a priority. If no, move to Question Two.

This question forces you to be honest about what actually matters. Most of the stuff you’re wrestling with has nothing to do with making money or keeping it.

Example: Should you redesign your website?

Unless your current website is actively losing you sales (which it probably isn’t), the answer is no. That’s a Type D decision masquerading as a Type A decision.

Redesigns make you feel productive. They don’t make you money.

Question Two: Does this decision free up time or capacity for higher-value work?

If yes, it’s worth your attention. If no, move to Question Three.

This is your leverage filter. Decisions that create leverage compound over time.

Example: Should you hire a VA to handle your inbox?

If you’re spending 90 minutes a day on email, and that time could be spent on sales calls, strategy, or product development, then yes—absolutely hire the VA.

That’s a Type B decision. It’s not directly about revenue, but it creates the space for revenue to happen.

Question Three: Will this decision still matter in 90 days?

If yes, it stays on your radar. If no, it’s noise.

Most decisions evaporate. You agonize over them in the moment, and three months later you can’t even remember what the options were.

Example: Should you switch from Slack to Microsoft Teams?

Who cares. Pick one and move on. This decision has no material impact on your business in 90 days.

Question Four: Can this decision be delegated, automated, or eliminated?

If yes, do that. If no, and it passed one of the first three questions, then—and only then—do you spend time on it.

This is your escape hatch. Even good decisions can be handled by someone else if you set up the right systems.

Example: Should you approve every social media post before it goes live?

No. Hire someone who understands your voice, give them brand guidelines, and let them run. Check in once a week to review performance.

Boom. Decision eliminated.

Run every decision through this filter for two weeks and watch what happens. You’ll get 5-10 hours of mental bandwidth back. Guaranteed.

Alright, you’ve filtered out the noise. Now let’s talk about how to handle the decisions that actually matter.

Here’s the mistake most guys make: They treat all important decisions the same way. They give the same weight to hiring a VP as they do to choosing a new vendor.

That’s inefficient.

Different types of decisions require different approaches. I use a three-tier decision stack to match the right process to the right decision.

Tier One: Reversible Decisions (Move Fast)

These are decisions you can undo if they don’t work out. The cost of being wrong is low. The cost of not deciding is high.

Examples: Trying a new marketing channel. Testing a new offer. Experimenting with pricing. Switching tools.

For reversible decisions, set a deadline of 24-48 hours max. Gather just enough information to feel 70% confident, then pull the trigger.

You’re optimizing for speed, not perfection.

I use a simple framework here: “If this goes sideways, what’s the worst-case scenario, and can I live with it?”

If the answer is yes, I move.

Tier Two: Consequential Decisions (Move Deliberately)

These are decisions that are harder to reverse, but not catastrophic if you get them wrong. The cost of deciding poorly is real, but not fatal.

Examples: Hiring mid-level talent. Signing a 12-month contract. Committing to a product build. Entering a new market.

For consequential decisions, give yourself 7-10 days. Consult 2-3 trusted advisors. Run the numbers. Stress-test the downside.

You’re optimizing for accuracy, but you’re still moving with urgency.

I use a decision matrix here: I write out the top three options, score them against my core criteria (revenue potential, time investment, alignment with long-term vision), and pick the highest score.

No gut feelings. No wishful thinking. Just data and discipline.

Tier Three: Irreversible Decisions (Move Carefully)

These are decisions that fundamentally change the trajectory of your business. Once you make them, there’s no going back without significant pain.

Examples: Selling equity. Merging companies. Pivoting your entire business model. Hiring a business partner.

For irreversible decisions, take as long as you need. Weeks, even months if necessary. Get outside perspectives. Model every possible scenario. Sleep on it multiple times.

You’re optimizing for getting it right, because the cost of getting it wrong is existential.

I use a “pre-mortem” exercise here: I imagine it’s one year from now and the decision has blown up in my face. I write out all the reasons why it failed. Then I look at the list and ask: “Can I mitigate these risks? If not, should I even make this decision?”

This process has saved me from at least three catastrophic mistakes in the last five years.

Here’s a mental model I stole from Suzy Welch that’s worth its weight in gold:

Before you make any decision, ask yourself:

This one question cuts through so much noise it’s almost unfair.

Example: Should you fire off an angry email to a client who’s being unreasonable?

In 10 minutes: Feels great. Cathartic. Justified.

In 10 months: You’ll regret it. That relationship is burned, and you’ve closed off a revenue stream.

In 10 years: You won’t even remember what the issue was, but you’ll remember that you acted like a hothead.

Decision made. Don’t send the email.

Example: Should you invest $20K into a new revenue channel that’s outside your comfort zone?

In 10 minutes: Feels scary. Uncertain. Risky.

In 10 months: If it works, you’re printing money. If it doesn’t, you learned something valuable and you’re no worse off than you were.

In 10 years: You’ll either be glad you took the shot, or you’ll wish you had.

Decision made. Take the shot.

The 10-10-10 rule forces you to zoom out and see the decision from a position of hindsight. It’s like borrowing wisdom from your future self.

Use it liberally.

Look, I know what you’re thinking: “This all sounds great, Marcus, but I’m drowning in decisions right now. I don’t have time to run everything through a four-question filter and a three-tier stack.”

Fair.

That’s why you need decision rituals. Pre-set times when you batch decisions and knock them out in one sitting.

Here’s my weekly ritual:

Monday Morning: Strategy Decisions
9-11 AM. I review the week ahead and make all Type A decisions. What deals am I closing? What offers am I pushing? What revenue levers am I pulling?

No distractions. No email. Just strategy.

Wednesday Afternoon: Leverage Decisions
2-4 PM. I review what’s taking up too much time and decide what to delegate, automate, or eliminate.

This is where I make Type B decisions. Hiring. Process. Systems.

Friday End-of-Day: Reflection and Cleanup
4-5 PM. I review the week, close open loops, and make any remaining Type C decisions that didn’t get handled during the week.

Then I archive everything and start the next week with a clean slate.

That’s it. Three decision windows. Everything else is either handled in the moment (if it’s urgent and reversible) or deferred to the next ritual.

This system keeps me from decision-making all day, every day. It creates boundaries. It protects my energy.

Set up your own rituals. Block the time. Treat it like a client meeting—non-negotiable.

Even with a filter, a stack, and rituals, you’re going to hit decisions that feel impossible.

The information is murky. The stakes are high. The options are equally compelling (or equally terrible).

Here’s what I do when I’m stuck:

Step One: Flip a Coin

Seriously.

Assign heads to Option A and tails to Option B. Flip the coin.

Now pay attention to how you feel when it lands.

If you’re relieved, go with the result. If you’re disappointed, go with the other option.

Your gut already knows. The coin just gave you permission to admit it.

Step Two: Ask “What Would I Tell a Friend?”

Pretend someone you respect is in your exact situation and they’re asking you for advice.

What would you tell them?

Nine times out of ten, the answer you’d give someone else is the answer you need to give yourself.

Step Three: Set a Deadline and Commit

Indecision is a decision. And it’s usually the worst one.

Pick a date. Say: “I’m making this call by Friday at 5 PM, no matter what.”

Then make the call.

Even a mediocre decision executed with conviction beats a perfect decision that never happens.

Here’s what nobody tells you about decision-making:

The quality of your decisions compounds over time.

One bad decision won’t kill you. But a pattern of bad decisions—or worse, a pattern of avoiding decisions—will slowly erode your business until there’s nothing left.

On the flip side, one great decision won’t make you rich. But a pattern of clear, confident, well-filtered decisions will build a business that prints money while you sleep.

This isn’t about being right 100% of the time. It’s about being intentional 100% of the time.

Filter the noise. Focus on what matters. Make the call and move on.

Your future self will thank you.

Want to Master High-Stakes Decision-Making?

If you’re ready to sharpen your strategic thinking and learn how to make complex decisions with confidence, reply with CLARITY and I’ll send you our Executive Decision-Making Playbook. It’s the exact system I teach to CEOs and founders who are navigating seven- and eight-figure decisions.

Affiliate Recommendation:

If you’re drowning in tasks and need to offload the noise decisions, check out Athena Executive Services. They provide world-class executive assistants who can handle everything from inbox management to calendar optimization to research. I’ve used them for two years and they’ve given me back 15+ hours a week. Learn more here.

Stay sharp,
Marcus Cole
Refined. Relentless. Unapologetic.