09th October 2025
There is no such thing as a tough decision
I wish I had a dollar for every time I’ve heard a leader say, “this is a tough decision.”
In my experience, it rarely is. The real challenge isn’t the decision itself; it’s facing up to what we already know is right.
Clients often tell me they’re wrestling with a tough decision. But most decisions aren’t tough at all. Discomfort comes from admitting what needs to be done.
The decision is usually clear; the hard part is having the courage to act on it. Most decisions are only tough because we’re not ready to accept the answer staring us in the face.
What Do We Mean by “Tough”?
Let’s start with the word itself. According to the Macquarie Dictionary, tough means “strong and durable; not easily broken or cut.”
The Oxford English Dictionary defines it as “able to endure hardship or pain,” while Merriam-Webster offers “difficult to accomplish, resolve, endure, or deal with.”
All three definitions imply resistance, hardship, or challenge. But when it comes to decision-making, is the decision itself actually tough, or is it something else?
Clear Logic, Clouded by Emotion
Take the example of deleting an underperforming product. The data is clear: it’s not meeting targets, it is draining resources, and it’s distracting the team.
Yet, someone says, “Dropping this SKU is a tough decision.” Why? Because a small group of loyal users love it. Because someone on the team built it. Because it feels like giving up.
But none of those reasons change the logic. The decision is obvious. What’s “tough” is the emotional weight, the imagined backlash, the discomfort of disappointing people.
Same with exiting a poorly performing executive. The metrics are there: missed goals, toxic behaviour, repeated feedback ignored. The decision is rational, necessary, overdue. But again, someone says, “It’s a tough call.”
Why? Because they’ve been with the company a long time. Because they’re liked. Because it’s awkward. But awkward isn’t tough. Awkward is just awkward.
How Language Creates Drag
Here’s the problem with calling decisions “tough”; it shifts the focus from the facts to emotions or feelings. It implies that the decision itself is the obstacle, when the obstacle is the way we are thinking about it, our emotional reaction to it.
Language like “tough” creates drag. It invites delay, second-guessing, and avoidance. It makes us feel noble for struggling, rather than accountable for acting.
Want more examples? Killing a project that’s over budget and under scope. Saying no to a client who keeps moving the goalposts. Cutting a partnership that’s become one-sided. None of these are tough decisions. They’re clear decisions clouded by emotion, politics, or fear.
Emotions Matter — But They’re Not the Obstacle
It is perfectly reasonable to have emotions about a decision. As Daniel Goleman puts it: “in a very real sense we have two minds, one that thinks and one that feels,” and both belong in the room when you decide. Emotions are not weakness.
Susan David puts it well: “Emotions are data, not directives.” They are signals — they tell you that the communication and implementation of the decision must be handled appropriately, sensitively, so it lands well and sticks.
Emotions should guide communication and action, not stall decisions. Weakness is delaying a decision because of how you feel, or how you think others might feel.
The Real Risk Isn’t Deciding. It’s Waiting
The real risk isn’t making the decision. It’s not making it fast enough. And the real moment of difficulty? It’s not when you sit with the team to announce the change. It’s when the CEO looks at you and asks, “Why did this take so long?”
Now answering that question might be tough.
Justin Miles
Categories: General
