Most advice for high achievers emphasizes doing more, moving faster, and juggling everything at once. But that approach quietly undermines what matters most: the quality of decisions. The issue isn’t effort—every choice, big or small, draws from the same finite mental energy. Over time, even the most capable people notice subtle shifts in clarity. This isn’t classic burnout—it’s a gradual erosion of sharp thinking.
To understand how top leaders manage this, I spoke with Jake Brydon, founder and CEO of Heritage Construction. Across multiple ventures, he noticed a consistent pattern: The strongest decision-makers weren’t doing more—they were deliberately doing less.
The Hidden Cost of Constant Decision-Making
Science may help explain why doing less can be more effective. For instance, a recent study reported that repeatedly choosing among multiple options drains mental resources, reducing capacity for self‑control and leading to declines in decision performance over time. Frequent successive decisions not only deplete mental resources but also weaken higher‑order thinking, making it harder to stay focused on long‑term priorities.
Neuroscience explains why. For instance, the prefrontal cortex, responsible for reasoning, planning, and impulse control, loses efficiency under sustained cognitive load. As mental energy depletes, even highly capable professionals make less precise judgments.
For leaders, the consequences go beyond inefficiency. Critical decisions can be postponed, rushed, or influenced by convenience rather than thoughtful analysis. As Jake puts it: “My best decisions came not from doing more, but from protecting the time and mental space to focus on what truly matters.”
Why Smart Leaders Do Less
Top performers manage decisions differently by reducing the number of choices that demand their direct attention. They achieve this by standardizing routines, creating clear defaults, delegating decisions that don’t require their input, and structuring work around priorities and simplified paths, which lowers cognitive load and preserves mental energy for high-impact choices.
Equally important is recovery: Decision fatigue isn’t solely about workload but about deliberately creating space to reset. Even short breaks can restore focus and sustain clarity. As Jake emphasizes, “Doing less isn’t about avoiding responsibility—it’s about protecting the mental space to make choices that drive results.”
Protecting Emotional and Relational Clarity
Another often overlooked factor is how constant mental strain impacts emotional control and how leaders are perceived by others. Experts note that depleted cognitive resources make leaders more reactive and less empathetic in interactions with their teams. For instance, a recent study found that when people’s mental energy is low, they are less able to understand others and respond thoughtfully to their needs. Think about the last time you were exhausted—how hard was it to truly listen or put yourself in someone else’s shoes? This reduction in empathy can lower team trust, engagement, and collaboration, as leaders’ drained energy inevitably affects the entire group. Protecting mental energy, therefore, isn’t just about better decision-making—it’s about sustaining strong relationships and maintaining the emotional clarity essential for effective leadership.
Action-Focused Steps to Protect Your Thinking
Even small adjustments can make a big difference in the quality of your decisions. Regardless of your professional role, these strategies help preserve mental energy and keep your thinking sharp.
Bottom Line
Doing less isn’t about lowering standards or avoiding responsibility. It’s about creating the conditions for clear, high-quality judgment. Decision fatigue is predictable, not a personal flaw. Leaders who navigate it successfully aren’t the ones who push through the most. They are the ones who protect their capacity to think clearly, act intentionally, and maintain strong relationships with their teams. In the end, leadership isn’t measured by the number of decisions made in a day—it’s measured by the quality of the ones that truly move an organization forward.
by Ryan C. Warner, Ph.D.
Source: psychologytoday.com
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