The Decision Matrix: How to Prioritize What Matters

The decisions that eat up the most time aren’t always the most important.

Early in my promotion, I struggled with too many decisions and no clear way to sort them.

Everyone passed decisions my way—employees didn’t want to take risks, and my boss only delegated the riskiest ones.

That’s when I created the Decision Matrix, a tool inspired by the Eisenhower Matrix.

It helped me split decisions into four categories: irreversible or reversible, consequential or inconsequential.

I started delegating inconsequential decisions, saving hours weekly while helping my team improve their judgment.

With that extra time, I focused on the big decisions—those irreversible and consequential ones that really mattered.

Over time, we made better decisions, boosted productivity, and reduced stress across the team.