Psychology

A Leader Is Someone Who Can Make Swift, Out-of-the-Box Decisions

In today’s business environment, speed and originality often determine a company’s success. The world changes rapidly—new technologies, market crises, and emerging trends require entrepreneurs to act fast and, sometimes, even stay a step ahead of competitors. A leader is not just a person with a management title, but someone who, when the stakes are high, can make a non-standard decision without prolonged deliberation. Why does it matter? Because hesitating can cost a business a critical opportunity, and defaulting to routine thinking can close the door on innovation. Both history and practical experience confirm that quick reactions and creative approaches are not mutually exclusive. In fact, together they form the complementary qualities of a successful leader.

“The ability to quickly adjust course makes wrong decisions less expensive than people think, while any delay will almost certainly be very costly.”
— Jeff Bezos (“The Bezos Method, or How Amazon Makes Decisions,” RBC Pro)

In this article, we’ll explain why speed and out-of-the-box thinking are so crucial for effective leadership. We’ll bring in real research data as evidence and review the cases of renowned entrepreneurs—from Elon Musk to Steve Jobs—famous for their ability to make bold decisions under pressure. We’ll also provide a practical checklist on how to develop these skills in yourself and within your organization.

Contents
  1. Speed of Decision-Making: A Leader’s Competitive Edge
  2. Thinking Outside the Box: Creativity as a Driver of Breakthroughs
  3. Leaders Who Excel at Fast, Unorthodox Decisions
  4. Elon Musk: Lightning-Fast Decisions and Daring Innovations
  5. Steve Jobs: Intuition and Decisive Pivots
  6. Jeff Bezos: Rapid Decisions and Non-Obvious Bets on the Future
  7. Spotlight on the MENA Region: Fast Shifts and Innovative Thinking
  8. Conclusion
  9. Checklist for Entrepreneurs: How to Develop Fast and Creative Decision-Making
  10. References and Data

Speed of Decision-Making: A Leader’s Competitive Edge

In business, there’s a well-known principle: “It’s better to make a good decision today than a perfect one tomorrow.” Studies back this up: the speed of decision-making directly correlates with organizational effectiveness. In a global McKinsey survey, only 20% of companies felt they excelled at making decisions, and most leaders admitted to spending excessive time on decision-making in unproductive ways (Effective decision making in the age of urgency | McKinsey). But the most intriguing finding revealed a direct link between speed and quality. Companies that made decisions faster typically achieved higher-quality outcomes (Effective decision making in the age of urgency | McKinsey). This insight challenges the common myth that you must choose between doing something “fast” or doing it “well.” In reality, doing it quickly often improves the final result (“Три способа повысить скорость и качество решений,” Dialog – Russian source cited). Even more interesting, these “winner” companies—those adept at delivering both speed and high quality—ended up with the best financial performance and growth indicators.

Why is slow decision-making so risky? Because missed opportunities come with a high price tag. If a leader takes too long to analyze the data, the market can move on. Jeff Bezos has noted that most business decisions should be made with around 70% of the information you wish you had (“The Bezos Method, or How Amazon Makes Decisions,” RBC Pro). Waiting for 90% of the data typically leads to late responses. Bezos emphasizes that sluggishness is expensive, whereas a wrong decision can be corrected quickly if necessary. General Colin Powell offered a similar principle—his famous “40–70 rule”: gather about 40–70% of the information you need, and then act (Colin Powell’s 40–70 Rule — 42courses.com). Waiting longer often means the circumstances will decide for you. Put differently, inaction poses a bigger threat than making the wrong move.

Of course, speed does not mean acting impulsively or ignoring analysis altogether. Rather, it’s about avoiding “analysis paralysis” and establishing a decision-making process that transitions swiftly from discussion to action. Strong leaders foster a corporate culture that values initiative and has a “bias for action.” Mark Zuckerberg, for example, famously championed the motto “Move fast and break things” at Facebook—if something “breaks,” that simply shows you’re moving quickly enough. Legendary General George Patton had a similar maxim: “A good plan, violently executed now, is better than a perfect plan executed next week.” These statements underline the importance of decisiveness as a leadership trait. Quick decisions not only help you outpace competitors, but they also allow you to learn faster: every mistake provides immediate feedback that a leader can use for rapid course correction.

Thinking Outside the Box: Creativity as a Driver of Breakthroughs

Speed alone is insufficient for groundbreaking success. Creativity—the ability to think outside the box—is another hallmark of great leaders. Simply following established paths may blind you to valuable opportunities for innovation. Creativity opens the door to original solutions where everyone else sees a dead end. It’s no coincidence that in a global IBM survey of 1,500 CEOs, creativity was rated the most critical leadership trait in an increasingly complex business environment (Why CEOs Say Creativity is the Most Crucial Factor for Future Success – Creativity at Work). According to these top executives, creativity outweighs more traditional leadership traits like discipline or strategic planning. Why? Because a creative leader dares to challenge the status quo, encouraging “disruptive” innovations and urging teams to abandon outdated methods in favor of well-calculated risk (Why CEOs Say Creativity is the Most Crucial Factor for Future Success – Creativity at Work). Such leaders experiment constantly, seek new ideas, and pivot their business models whenever the situation demands it.

True innovation often stems from questioning conventional wisdom. A leader who can make a non-standard decision views a problem from a different angle. A classic example is the quote (often attributed to Henry Ford): “If I had asked people what they wanted, they would have said faster horses,” rather than the revolutionary automobile. In other words, standout entrepreneurs draw not only on current market demands but also on vision—anticipating what people will want before they even know it themselves. Steve Jobs captured it well: “People don’t know what they want until you show it to them.” Under his leadership, Apple focused on breakthrough products (like the iPod, iPhone, and iPad) that didn’t exist in the marketplace yet, instead of relying heavily on focus groups.

Naturally, thinking outside the box involves risk, and any trailblazing leader must be prepared for the possibility that an experiment could fail. This is where tolerance for mistakes and the ability to learn quickly come into play. Steve Jobs advised: “Sometimes when you innovate, you make mistakes. It is best to admit them quickly and get on with improving your other innovations” (15 of the Top Steve Jobs Quotes About Innovation). In other words, do not be afraid to acknowledge a failed idea—immediately redirect your energy toward other promising initiatives. This approach of “fast iteration” is a defining feature of Silicon Valley. The unofficial motto of many startups is “fail fast, learn faster.” In combination with an ability to adapt quickly, non-standard thinking enables leaders to make game-changing moves while more cautious competitors remain stuck in place.

Innovative leaders also foster an environment that values creativity and diverse perspectives. Research shows that leaders who promote innovation actively encourage their teams to generate fresh ideas, giving their companies a competitive edge (Why CEOs Say Creativity is the Most Crucial Factor for Future Success – Creativity at Work). This doesn’t mean random brainstorming with no direction. Rather, it’s a strategic asset that empowers you to see opportunities beyond the familiar—and seize them quickly, before anyone else can catch up.

Leaders Who Excel at Fast, Unorthodox Decisions

Elon Musk: Lightning-Fast Decisions and Daring Innovations

Elon Musk’s name is often associated with bold, even eccentric moves made in very short time frames. He simultaneously runs multiple high-tech ventures—Tesla, SpaceX, Neuralink, The Boring Company—where rapid-fire experimentation is a core principle. At SpaceX, for instance, key decisions reportedly happen within mere hours, setting an extraordinary pace for project execution (“Elon Musk’s Leadership Style: Toxic or Visionary?”). When Musk took over Twitter in 2022, employees were stunned by how quickly he pivoted policies and products, a stark contrast to the platform’s previously slower corporate culture.

Musk’s approach combines “acting ahead of the curve” with what he calls “first-principles thinking.” He strips down a problem to its most fundamental elements, ignoring conventional assumptions, and asks, “What is the essential way to solve this?” Many unconventional initiatives were born this way: reusable rockets (long dismissed as unrealistic), radically simplified rocket engines at SpaceX, releasing Tesla’s patents into the public domain (an unusual move to accelerate electric vehicle adoption), among others. He frequently makes decisions intuitively and at high speed, driven by a grand vision of the future. For example, when he struggled to procure affordable rockets to send experimental payloads to Mars, Musk decided during a single trip that he would start his own rocket company from scratch—a move widely regarded as “crazy” at the time. Today, SpaceX leads the private spaceflight industry.

His style, of course, has faced criticism for being overly risky and at times chaotic. But it’s hard to ignore the extraordinary breakthroughs that have resulted. Within a few years, SpaceX accomplished feats previously achievable only by major government agencies. Tesla propelled the electric vehicle trend across the global auto industry, in large part due to Musk’s aggressive decision-making style (quick vehicle rollouts, gigafactories built in record time, etc.). His example shows how a combination of speed and creativity can reshape entire sectors.

Steve Jobs: Intuition and Decisive Pivots

Steve Jobs—Apple’s legendary co-founder—was not only a visionary but also a crisis manager capable of quick, radical shifts. One iconic example occurred in 1997, when he returned to an Apple on the verge of bankruptcy. The company lacked a clear strategy, had dozens of overlapping product lines, and was bleeding cash. Jobs made a rapid, shocking decision: he canceled around 70% of Apple’s products within a matter of months, shutting down numerous projects, including peripherals and servers (“Apple Is Losing Focus Again—With No Steve Jobs Coming to the Rescue,” Business Insider). He then concentrated on four main products (two desktop computers and two laptops). Though it resulted in over 3,000 layoffs, this bold move helped Apple regain focus and profitability. Soon after, Apple launched the iMac, which paved the way for further innovations.

Jobs combined decisiveness with a remarkable product intuition. He could say “yes” or “no” to a new idea almost on the spot. There’s a famous story about Apple engineers proposing a plastic screen for the first iPhone. Jobs immediately rejected the plastic option and insisted on glass, forcing significant manufacturing changes. Risky and unorthodox at the time (most phones then had plastic screens), his insistence ultimately set a new standard for smartphones everywhere. Apple’s strategic moves under Jobs frequently defied skepticism—from eliminating disk drives in laptops to opening Apple Stores (which initially seemed absurd for a computer company). Jobs often went against the prevailing wisdom with unwavering confidence, and time repeatedly vindicated him.

Notably, Jobs was also quick to acknowledge missteps. He practiced “admit mistakes fast and move on.” When Apple’s collaboration with Motorola on the ROKR phone failed, Jobs immediately pivoted to develop the iPhone in-house. He never clung to failed ideas; if a decision proved wrong, he changed course fast rather than wasting time on justifications. This mental agility, combined with his flair for disruptive thinking, helped build one of the world’s most innovative companies. His story offers entrepreneurs a key lesson: sometimes, a seemingly “crazy” decision made and implemented swiftly is the only way to leapfrog ahead.

Jeff Bezos: Rapid Decisions and Non-Obvious Bets on the Future

Jeff Bezos, the founder of Amazon, is another prime example of a leader adept at speedy, out-of-the-box decision-making. Amazon’s corporate culture—often referred to by Bezos as “Day 1”—emphasizes the urgency and nimbleness of a startup, even as the company has grown into a global giant. One of Bezos’s guiding principles is to make decisions as quickly as possible. He has openly stated that waiting for complete information can cause critical delays, so leaders should typically move forward with about 70% of the data they want (“The Bezos Method, or How Amazon Makes Decisions,” RBC Pro). A second principle is the classification of decisions as either reversible or irreversible. Reversible decisions (“Type 2”) should be made swiftly since any mistake can be undone later. For example, launching a new experimental feature can be reversed if it doesn’t pan out. This approach has enabled Amazon to function as a laboratory of constant experimentation and innovation.

Bezos is also known for challenging standard industry logic if it serves a strategic future goal. In the early 2000s, he made the unconventional decision to open Amazon Marketplace to third-party sellers—including direct competitors. Many inside Amazon doubted the wisdom of letting rivals onto their platform. However, Bezos believed that customers value selection above all else, so allowing other retailers would turn Amazon into the “everything store.” Today, third-party sellers account for around 60% of Amazon’s retail sales (“Amazon Says Third-Party Sellers Drive 60% of eCommerce Sales,” PYMNTS.com). Another example is the decision to develop Amazon Web Services (AWS): very few expected a mere “online bookstore” to transform into a major IT services provider. Bezos spotted an opening early on and swiftly invested in cloud infrastructure. AWS is now one of the company’s key profit drivers.

Bezos’s management style is well illustrated by his phrase, “Disagree and commit.” He encouraged top managers to go ahead with unorthodox ideas even if there wasn’t unanimous agreement. In his annual letter to shareholders, he recalled approving the launch of Amazon Studios despite personal doubts, effectively saying, “I don’t agree, but let’s do it.” (Jeff Bezos’ 2016 Letter to Amazon Shareholders). That move brought the project to life much faster. Rapid action despite a lack of full consensus is the mark of a strong leader willing to shoulder responsibility. As a result, Amazon has become one of the most agile companies in the world: it frequently enters new markets, launches services (from Kindle devices to drone delivery), and promptly shutters ventures that fail to take off.

Bezos shows that blending speed and non-standard thinking can become a core system of leadership. His story offers a powerful lesson for entrepreneurs everywhere—including in the Middle East and North Africa (MENA) region, where global e-commerce, fintech, and logistics are accelerating fast. Continuous adaptation and willingness to challenge conventional models are vital in rapidly transforming markets—precisely the qualities that Amazon’s approach exemplifies.

Spotlight on the MENA Region: Fast Shifts and Innovative Thinking

Many of these leadership principles—fast decision-making, creative approaches, and the ability to pivot—have proven valuable in the MENA market as well. For instance, regional successes like Careem (a ride-hailing startup acquired by Uber for $3.1 billion) were driven by founders’ willingness to identify gaps in local transportation infrastructure and move quickly to address them. Similarly, Souq.com grew into a major e-commerce platform in the region before being acquired by Amazon, underscoring the competitive advantage of speed and agility in untapped or rapidly evolving markets.

In MENA, rapid decision-making is often crucial due to unique conditions, such as varying regulatory frameworks across countries, shifts in oil pricing, and a relatively young, tech-savvy population with fast-changing consumer demands. Leaders who hesitate can lose their early-mover edge in a region increasingly attracting global investors. By combining agility with a non-standard perspective—especially important where cultural nuances and regulatory differences exist—entrepreneurs can seize new opportunities in e-commerce, fintech, renewable energy, and beyond. Thus, the principles illustrated by Bezos, Jobs, and Musk resonate just as strongly in MENA markets, where speed and creativity can be decisive in a company’s success.

Conclusion

Business history confirms a straightforward truth: leadership is tested at the moment a decision must be made. When critical situations arise, the ability of a leader to quickly choose a path—often an unconventional one—can make all the difference between winning and losing. In a world of startups and global corporations, a leader’s true value lies not in a title but in the capacity to take ownership of a risky decision while competitors continue to waffle. Speed without strategy is reckless, but strategy without speed is equally ineffective. Successful leaders master both: on the one hand, the courage to act swiftly; on the other, the creative flair to find unique solutions.

To be clear, this isn’t about gambling or blindly “shooting from the hip.” The best leaders combine speed with preparation. They make decisions fast because they have done enough homework to trust their instincts and have a backup plan if things go wrong. And when mistakes do occur, they learn quickly and try again. This continuous cycle of learning and adaptation sets innovative leaders apart. In an era where time has become the scarcest resource, the ability to act without delay is tremendously valuable. In a highly competitive and uncertain global economy, original ideas are what lead to breakthroughs.

Entrepreneurs should keep in mind that every day of postponed decisions is a day handed to your rivals. Leaders gain an edge by moving faster. Yet speed alone does not guarantee victory—you also have to pick the right direction. Non-standard thinking points the way, and decisiveness paves the road. Move boldly and rapidly, and your business may well achieve that leap forward, leaving the competition behind.

Checklist for Entrepreneurs: How to Develop Fast and Creative Decision-Making

  1. Limit the Time Spent Gathering Information
  • Don’t wait for 100% of the data. Decide on a threshold—often around 60–70% (“The Bezos Method, or How Amazon Makes Decisions,” RBC Pro)—after which you must act. This approach prevents “analysis paralysis” and accelerates the decision cycle. Impose strict deadlines: if a decision isn’t made by a certain date, it may no longer be relevant.
  1. Classify Decisions by Type
  • Identify which business decisions are reversible (can be rolled back or revised) and which are not. Reversible decisions should be made quickly and boldly—you can adjust on the go. Irreversible ones require more planning, but even then, don’t allow excessive delays. Amazon’s “Type 1 vs. Type 2” framework helps maintain speed without incurring critical errors.
  1. Use the “Disagree and Commit” Principle
  • If a discussion stalls and time is short, don’t fear moving forward despite disagreements. Acknowledge dissent, but make the call and execute (Jeff Bezos’ 2016 Letter to Amazon Shareholders). One person may protest while another endorses the plan—what matters is that the entire team backs the final decision. It’s better to try and fail than to endlessly chase unanimous consensus.
  1. Encourage Team Creativity
  1. Challenge the Status Quo
  • Practice a “first-principles” approach: regularly ask yourself and your team, “Why are we doing it this way? Can it be done differently?” Leaders must be willing to question ingrained industry practices. Don’t hesitate to study bold case studies for inspiration, whether it’s Amazon’s move into marketplaces or a startup’s strategic pivot. Develop the habit of thinking beyond conventional boundaries.
  1. Adopt a ‘Fast Trial and Error’ Culture
  • Encourage pilot projects and minimum viable products (MVPs) to test ideas in real conditions. Allocate modest budgets and small teams for experiments, aiming to get market feedback quickly. If a pilot fails, glean insights and move on. Iteration at high speed fuels innovation and helps overcome fear of failure.
  1. Train Yourself to Be Decisive
  • Develop your “decision-making muscle” by forcing yourself to make at least one tough call under time pressure every week. Examine the outcomes and refine your process. Over time, you’ll become more comfortable operating amid uncertainty. A leader is the one who says “I’ll take responsibility” when everyone else hesitates. Decisiveness can be learned through practice.

By following this checklist, you can gradually transform how you manage and lead. Fast and unconventional decisions will become a disciplined means of achieving objectives, rather than random gambles. Remember, in business, the victor is not always the biggest or even the smartest, but often the most adaptable and quick to respond—someone who identifies opportunities sooner and capitalizes on them faster. Your capacity to think creatively and act decisively will determine whether you become a leader in your industry. Wishing you success—and bold decisions ahead!

References and Data

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