June 23, 2025
The Confidence Crisis: Why Smart Business Owners Make Poor Decisions and How to Fix It
We expose the hidden epidemic plaguing successful business owners: the confidence crisis that leads to poor decision-making, procrastination, and missed opportunities. You'll discover why intelligence and experience don't guarantee good business decisions, and learn the "Confident Decision Framework" that eliminates second-guessing and accelerates profitable growth. This episode reveals strategies your competition isn't using to build unshakeable confidence in their business choices.
Powerful Business Strategies is broadcast live Mondays at 12 Noon ET Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Powerful Business Strategies is viewed on Talk 4 TV (www.talk4tv.com).
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WEBVTT
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The topics and opinions expressed in the following show are
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solely those of the hosts and their guests and not
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those of W FOURCY Radio. It's employees are affiliates. We
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make no recommendations or endorsements for radio show programs, services,
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or products mentioned on air or on our web. No
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liability explicitor implies shall be extended to W four CY
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Radio or it's employees are affiliates. Any questions or comments
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should be directed to those show hosts. Thank you for
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choosing W FOURCY Radio.
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Welcome to Powerful Business Strategies, where you will find out
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that everything you have ever learned about growing your business
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is wrong. Finally, a show where you'll learn the right
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way to grow your business by learning business and financial
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strategies that your competition isn't doing. And now here's your host.
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President of NeXTSTEP CFO Michael Barbarita and joining Michael for
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today's show as an executive moderator is chooky obia.
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Yes, yes, yes, this is schukin. I believe that gratitude
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is undefeated and growth is about the next step. It
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is an honor for me to collaborate with my good
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friend Michael. Michael, how are.
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You fantastic, chekey, so at Chicky said, My name is
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Michael baberta president of Next Step CFO, and next Step
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CFO is a fractional CFO and strategic im limitation firm.
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Business owners hire us to double and triple their profit
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using business and financial strategies that their competition isn't doing,
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and our vision is to ensure overwhelmed business owners achieve
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consistent profits that lead to time, freedom to build a legacy,
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and live the life they design. Our mission is dedicated
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to guiding small business owners to leveraging their time, exploding
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their profits, and building a meaningful legacy. You know, this
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show powerful business Strategies in our book of the same name,
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is a step toward accomplishing that vision and mission. So
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with that'd like to hand it back to my co
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author and moderator for the showy Obia, Michael.
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It's funny. So look, I'm feeling very energized by today's
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episode because we are discussing a topic that I would
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say it's near and dear to a lot of business
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owners and the psychology behind that. So the title for
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today's episode is the confidence Crisis. Why smart business owners
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make poor decisions and how to fix it. So really
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enthralled by the insights that Michael's prepared. So look, folks,
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quick disclaimer, Michael and I are both affiliated with a
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number of different organizations, and I currently serve as a
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managing director of business development for Better Price, a global
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business focused law firm. In addition to that, it's truly
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an honor to collaborate with Michael to moderate these business
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roundtables that we do really coast to coast, and we
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document the insights from these roundtables as part of our
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book called Powerful Business Strategies. Please note that the views
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expressed on this show are personal views based on those
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successful experience is with the roundtables and beyond and look,
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my mission as the fearless moderators to ask the right
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questions to help you the listener, learn the best strategies
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that the competition isn't doing. With that, back over to Michael.
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Thank you, Jicky. So, I want to point out that
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we decided to expand on last week's show about decision making,
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so a's kind of a public service warning. There is
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similar content, but there's also an expansion of that content
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in this show. So I wanted to point that out.
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But I want to stop. I have a question for you. So,
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what's the difference between a business owner who confidently makes
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million dollar decisions and one who agonizes over a five
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hundred dollar purchase for weeks. Well, it's not intelligence, it's
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not experience, and it's not even how much money they
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have in the bank. It's something more fundamental, and it's
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costing most business owners hundreds of thousands of dollars in
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missed opportunity every single year. So today we're going to
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expose the confidence crisis that's secretly sabotaging even the smartest entrepreneurs.
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And I'm going to give you the exact framework that
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transforms hesitant decision makers into confident business leaders who consistently
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make profitable choices. And if you've ever fouled yourself paralyzed
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by a business decision, questioning your instincts or watching competitives
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seese opportunities while you deliberate, this episode will change everything
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for you. So let's dive in. So I want to
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start with a story that might sound familiar. David owns
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a successful construction company. He's been in business fifteen years.
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He's got twenty employees, generates about three million in annual sales,
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and by any measure, David is successful. But here's what's
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happening behind the scenes. David spent three weeks agonizing over
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whether to invest fifteen thousand dollars in a piece of
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equipment that would save his company in a year. So
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three weeks so while he was deliberating, his main competitor
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bought similar equipment and started underbidding him on projects.
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That is fascinating, Michael, I mean, oh wow, So look,
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what do you think was really holding David back from
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taking that leap of faith.
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Well, it certainly wasn't the money. David had the cash,
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it wasn't the math, the ROI was pretty clear. But
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what David was experiencing is what I call confidence crisis,
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and it's an it's an epidemic among many business owners.
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So here's what most people don't understand confidence in business.
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It isn't about feeling good or being positive. Business confidence
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is the ability to make decisions quickly and decisively based
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on sound information, even when you don't have all the answers.
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And the problem is that most business owners have been
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conditioned to overthink every decision and taught that good business
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people are cautious that they analyze everything to death and
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that they never take risks. And this is just not
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the right way in today's fast moving economy. The biggest
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risk is not taking risks. The biggest danger is not
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making decisions quickly enough. While you're analyzing your competitors, I'm sorry,
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While you're analyzing your decision making, your competitors are acting,
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while you're researching, opportunities are disappearing. And I see this
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Christ's confidence crisis manifesting essentially in three what I call
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devastating ways. First that analysis paralysis. You know, business owners
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get so caught up and gathering more information that they
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never actually make decisions. They research and research and research,
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but they just never pull the trigger. And second is perfection,
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and perfection is some procrastination where they wait for the
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perfect solution, that perfect timing, the perfect circumstance, But the
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truth is perfect never comes. Good enough implemented immediately beats
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perfect implemented too late every single time. And third comparison confusion.
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They look at what other businesses are doing and second
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guess their own instincts. They see competitives trying something new
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and panic thinking that they would that they should do
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the same thing. Even if it doesn't fit their business model.
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I think a lot of our listeners are curious about this.
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So what's the cost of this confidence crisis for the
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typical business owner?
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Yeah, it can be staggering, chiki. So let me give
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you a quick example. The average business owner that we
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work with is probably missing out on at least two
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hundred grand and annual revenue because of poor decision making.
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Not bad decisions either you know, or you know, slow
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decisions or no decisions at all. And if you think
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about it, while David was debating about the fifteen thousand
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dollars equipment purchase, he lost three projects to his competitor.
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And these three projects where there were seventy five grand that
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would turn into twenty two thousand in profits. So his
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three weeks of indecision caused him nearly five times the
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price of the equipment that he was worried about buying.
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And here's the real kicker. After implementing the confident decision framework,
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David not only bought the equipment, but he also invested
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in two additional pieces and expanded into a new service area,
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and his revenue increased by about two hundred grand in
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the following year.
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That's an incredible transformation. Michael Wile, can you give us
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a little preview on what this Confident Decision Framework looks like.
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Sure, So, the framework has four core components, and I'll
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break those down in detail throughout the show today. But
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first is what I call the seventy two hour rule.
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Second is the eighty percent information principle, Third is the
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cost of inaction analysis, and fourth is the minimum viable
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decision process. Now, these four elements, they actually work in
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concept to eliminate the confidence crisis and transform any business
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owner into a decisive leader who can consistently make profitable choices.
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And so we're going to dive deep into each one
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of these today and I'll guarantee you that by the
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end of the show, you'll have a completely different approach
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to business decision making. So let's dive into that first
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component that I talked about in the Confident Decision Framework,
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and that first component is the set what I call
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the seventy two hour rule. And this is really something
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if you could commit to, will change the game in
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your decisions. And it directly contradicts what most business experts
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will tell you because traditional business advice says to take
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your time, gather all the information, sleep on it. And
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this approach might have worked in nineteen eighty five when
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business was a lot slower, but it's literally business suicide.
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In twenty twenty five. Markets move too fast, opportunities disappear
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too quickly, and opportunity and competitives are just too aggressive
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for slow decision making. The seventy two hour Rules states
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that any business decision that takes longer than seventy two
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hours to implement should should be made. It should be
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made within seventy two hours. So notice I didn't say
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implement it, I said decided. So here's here's why this works.
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So most business decisions are reversible. You can try something,
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measure the results, and adjust. The few decisions that are
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truly irreversible, like selling your company, are certain employee decisions.
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Those deserve more time. But ninety five percent of business
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decisions can be tested, modified, or completely reversed if they
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don't work out. That's a beautiful thing.
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You know.
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We talked about testing a lot, and it's one of
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the best pieces of ammunition a business owner has. They
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can test everything. So let me give you a real example.
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A restaurant spent two months debating whether they add delivery service.
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So two months, that's an annoyed period of time. During
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those two months, by the way, three competitives launch delivery
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and watch, they watched potential customers ordering from them instead.
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And so when he implemented the seventy two hour rule,
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he decided within seventy two hours to test delivery with
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just dinner service just Thursday through Sunday, just within a
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three mile radius. And it was it was a minimum
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viable decision that he could implement quickly and adjust based
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on the results. Well, the test happened to be successful,
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so he expanded to lunch, excuse to lunch, increased the
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delivery radius. But here's the key. Even if the test
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had failed, he would have only lost a small amount
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of money and gained valuable market intelligence. So instead of
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two months of analysis paralysis, he had two weeks of
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real market.
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Dare Mike was interesting, right? You know, I can already
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hear some listeners thinking, wow, I mean, but what if
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I make the wrong decision quickly? I mean, how do
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you address that concern?
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Well, that's exactly the right question so to me, and
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it reveals the fundamental misunderstanding about business decision making. Most
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business owners are trying to make the right decision, but
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that's the wrong goal entirely. The goal is not to
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make the right decision. The goal is to make decisions right.
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And there's a huge difference. Making the right decision applies
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there's one perfect choice and if you just analyze long enough,
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you'll find it. Well, that's a myth. In most businesses situations,
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there are potential, multiply multiple potentially successful paths, and the
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key is picking one and executing it brilliantly. So making
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decisions right means having a systematic process for making choices quickly,
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implementing them effectively, measuring the results, and adjusting course based
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on what you learn. And he's a perfect example that
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I mentioned last week Netflix when they decided to shift
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from DVD by mail to streaming. Was that the right decision? Well,
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we know now that it was, but at the time
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it was highly controversial. Many investors thought it was a mistake,
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and some customers were actually furious. But Netflix didn't wait
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until they were one hundred percent certain that this raming
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would work. They made the decision based on the information
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they had, and they implemented it decisively. They measured customer response,
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and they adjusted their approach on what they learned. That's
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making decisions right, not making the right decisions. So now
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let me share the second component, the eighty percent information principle.
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This principal state that you should make decisions when you
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have eighty percent of the information you think you need.
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Got one hundred Why eighty because the last twenty percent
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of information usually takes eighty percent of the time to gather,
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and by that time, you know it's a lost opportunity.
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And so I worked with a client who wanted to
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expand into new market. He spent four months researching demographics, competition,
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local regulations, customer preferences, just about everything you can think of,
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and by you know, that was admirable. But by the
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time he finished his research and felt he was ready
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to move, two competitors had already entered that same market
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and captured most of the early adopters. And here's what
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we should have done. We should have gathered the essential
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eighty percent of information in two weeks, made the decision
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to test the market with a small pilot and learned
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that we're amanding twenty percent through actual market experience through
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the testing. So the information you get from real customers
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spending real money is infinitely more valuable than theoretical research.
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I could not agree more with that. Now, Michael, look,
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this is really challenging conventional wisdom, and that's part of
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what we do here in the show. Right, Can you
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give us a practical framework for determining when we have
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