Decision Making Speaker for Leadership Teams
A practical talk on how to avoid decision traps and improve the quality of leadership decisions.
Enable leadership teams to make better decisions with more clarity and confidence.
In this practical talk, leaders learn to recognize common decision traps and apply simple, proven principles to improve the quality of their decisions. The focus is on everyday leadership decisions—where uncertainty, time pressure, and strong opinions often get in the way of good judgment.
Your Speaker
Your Decision Making Speaker is Joern Steinz (MBA), founder and CEO of SkllDay and OKR Consultants. He brings over 15 years of professional experience as a consultant at Accenture and as a manager in corporate development at XING AG and the freenet Group. In these roles, he was closely involved in management and strategic decision-making and developed a strong, practice-driven understanding of how decisions are made under real-world conditions.
Jörn Steinz is an MBA graduate of the EADA Business School and has been delivering inspiring, practical, and effective business talks and training programs since 2014. As founder and CEO of SkillDay and OKR Consultants, he supports leadership teams across Europe in making clearer decisions, setting priorities, and aligning teams around strategic goals.
What the Talk Is About
Leadership decisions rarely fail because of a lack of intelligence or experience. They fail because of predictable decision traps that affect even strong leadership teams—especially under time pressure, uncertainty, and emotional involvement.
This talk helps leadership teams recognize these patterns, reflect on how decisions are currently made, and introduce more structure into critical decision situations.
Common decision traps in leadership teams
The talk explores typical situations in which leadership decisions go wrong, for example:
- Decisions framed too narrowly as yes/no choices
- Information that unintentionally confirms existing opinions
- Short-term pressure outweighing long-term consequences
- Overconfidence in forecasts and assumptions about the future
Participants gain a shared understanding of these traps and a common language to discuss them openly within the leadership team.
A clear framework for better decisions
Rather than adding complexity, the talk introduces a clear and practical decision framework that helps leaders structure their thinking and discussions.
The framework supports leadership teams in:
- Broadening options before committing to a solution
- Questioning assumptions more deliberately
- Creating distance from emotions, urgency, and personal preferences
- Acknowledging uncertainty and preparing for what could go wrong
The goal is not to find perfect answers, but to make more deliberate, robust decisions that stand up better to uncertainty and change.
Designed for real leadership situations
The content is grounded in everyday leadership decisions, such as:
- Strategic priorities and investments
- Organizational and structural changes
- Go / no-go decisions
- Hiring, succession, and role decisions
Throughout the talk, examples and reflections are closely aligned with real leadership practice, making the content easy to relate to and discuss within the team.
Practical, reflective, and discussion-oriented
The talk is designed as a practical leadership impulse, not a lecture. It encourages reflection, discussion, and shared understanding—helping leadership teams improve how they decide, not just what they decide.
The CREATE Decision Framework – The Core Takeaway of the Talk
At the core of the talk is the CREATE decision framework — a clear and memorable structure that helps leadership teams improve the quality of important decisions without slowing them down. The framework is practical, easy to apply, and designed for real leadership situations.
What CREATE stands for
C – Create better options
Avoid narrow yes / no decisions
Deliberately broaden the decision space
Explore meaningful alternatives before committing
R – Reality-test assumptions
Make implicit assumptions explicit
Separate facts from interpretations
Actively look for information that challenges initial views
E – Establish distance
Reduce the influence of urgency and emotional involvement
Step back from short-term pressure
Change perspective to improve judgment
A – Acknowledge uncertainty
Identify key uncertainties and risks
Think in scenarios instead of single outcomes
Prepare for what could realistically go wrong
T – Track early signals
Define early indicators of success or failure
Detect problems early instead of reacting too late
Turn decisions into learning processes
E – Evaluate and adapt
Agree in advance when decisions will be reviewed
Evaluate outcomes consciously
Adjust decisions without treating course correction as failure
Inquiry & Contact
Get in touch to discuss a Decision Making talk for your leadership team. We look forward to hearing from you and will get back to you within 24 hours.
+491755664329