---
title: "Unleashed E38: Annie Duke – Decision Making for Today‘s Leaders"
description: We rely on instinct for decisions, but instinct is riddled with bias. Seek data, outside perspective, kill criteria & performance benchmarks.
image: https://blog.unleashresults.com/hubfs/Imported_Blog_Media/michal-parzuchowski-bRqsXcEcKFw-unsplash-scaled.jpg
---

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# Unleashed E38: Annie Duke – Decision Making for Today‘s Leaders

- By Andrea Kenna
- November, 16 2021

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- Unleashed E38: Annie Duke – Decision Making for Today‘s Leaders

 Table of Contents

On Season 4, Episode 38 of Unleashed, Annie Duke – bestselling author and the world’s first ever female champion poker player – shares practical and actionable advice on how to improve decision making, and why it’s so important to do so.

## Actions You Can Take Right Now

1. Challenge yourself to **place more emphasis on the quality of decision making**, not the outcome.
2. **Don’t ever accept “I’m just guessing”.** Resist making decisions based on intuition. Fight confirmation and other biases by looking for objective data.
3. Resist group thinking by **seeking independent & asynchronous opinions** prior to the brainstorming or decision-making meeting.
4. **Avoid motivated reasoning** by setting up performance benchmarks and kill criteria in advance.

Video Player

[https://unleashresults.com/wp-content/uploads/2021/11/Annie-Duke-Clips.mp4](https://unleashresults.com/wp-content/uploads/2021/11/Annie-Duke-Clips.mp4)

 

 

 

 

 

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***View or listen to this and other past episodes at [www.unleashresults.com/unleashed-series](https://unleashresults.com/unleashed-series/)***

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## Episode Highlights and Excerpts

- Life is determined by two forces 
    1. Luck – factors like your parents, socio economic background, physical attributes, etc.
    2. The quality of your decisions.

- **You can’t influence luck, all you’ve got is your power over decision making**.

- **We often see a bad outcome and blame the decision**, but if the same decision had resulted in a good outcome, we would herald it as brilliant. Most of us internalize this and blame ourselves for bad outcomes, even when the probabilities support a good decision. A poor outcome doesn’t make your decision bad if you applied the right forecasting and probabilities to the decision-making process.

- Hiring is a good example. The odds of hiring a great candidate are likely 50/50 on average. Ideally, we put processes and best practices in place to increase the likelihood of a great hire up to 60%. That still leaves a 40% chance of failure. We shouldn’t blame the decision makers for the bad candidates, OR credit the decision makers for the good candidates too much.

- **Our decisions are plagued with cognitive biases**. Confirmation bias is a big one. We look for information that supports our own beliefs. There’s also overconfidence, planning fallacy, availability bias > all these biases live in our gut, or our instinct. So when we use instinct to make a decision, your decision is bound to be compromised.

- The way to get away from these biases is to **gather objective data** and research-based truth. And we can seek the perspectives of other people.

- We must **guard against team decision making**. Strong voices in the room can have undue influence. No one wants to disagree with leadership. Instead of round table discussions or brainstorming, seek independent & asynchronous opinions prior to the meeting. Eliminate group think. Normalize the notion that differences are good, that’s why we have a team in the first place.

- **Don’t ever accept “I’m just guessing”** as the rationale for a decision. We can always assign probabilities and make educated guesses. When you do this, you become a knowledge seeker. The stronger your forecasting of the future gets, the better your decisions will be.

- The problem with phrases like “it’s really likely”, or “maybe” is that others interpret them differently than you do. You could both agree verbally, but you’ve actually had a strong disagreement, you just don’t know it yet. In hindsight when evaluating the outcome of the decision, this could become a real problem.

- You know you’ve gathered enough information to decide when the next piece of information isn’t going to sway your path.

- Motivated reasoning is powerful – **people reason to get to a conclusion instead of finding the truth**. You see this in politics and hot topics like gun control. A data table – which should be entirely objective – is often evaluated very differently by individuals with varying beliefs.

- We fight against **motivated reasoning** by thinking the evaluation through in advance. Set up performance benchmarks that guide your decision making. Ask yourself “what would I have to see in the data in order to change my mind?”.

 

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## Annie Duke

Annie Duke is an author, corporate speaker, and consultant in the decision-making space. Her book, Thinking in Bets, is a national bestseller.  

As a former professional poker player, Annie won more than $4 million in tournament poker before retiring from the game in 2012.  

Annie is the co-founder of The Alliance for Decision Education, a non-profit whose mission is to improve lives by empowering students through decision skills education. 

![Andrea Kenna](https://blog.unleashresults.com/hs-fs/hubfs/Imported_Blog_Media/35ff1591b5cb1eb6ea47ac5416337560-Dec-15-2021-06-22-17-06-AM.png?width=80&height=80&name=35ff1591b5cb1eb6ea47ac5416337560-Dec-15-2021-06-22-17-06-AM.png)

### [Andrea Kenna](https://unleashresults.com/author/andrea/)

 

 

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