Every December, something strange happens inside companies. Decisions that were stuck for months suddenly fly through. Projects get approved. Budgets get finalized. People stop debating and finally choose.
Leaders usually chalk this up to “year-end energy” or “the holiday push.” That is an easy story, but it hides what is actually going on. December forces leaders into a tighter frame. There is less time to overthink, fewer acceptable choices, and clearer expectations. In other words, the environment is designed in a way that produces commitment instead of delay—even though for complex, novel strategic bets, the calendar alone is rarely enough.
This isn’t holiday spirit. It’s design and a great lesson in influence. If leaders learned how to design decisions the way December does, they would get clarity, alignment, and speed all year, and not just when the calendar runs out.
The idea is simple. When options shrink, focus increases. When criteria are explicit, choices become easier. When time is clear, commitment accelerates. The research backs this up. The boardroom stories back this up. And anyone who has lived through a December sprint knows it.
The question is not why December works. The question is why leaders tolerate the opposite for the other 11 months.
What science tells us about too many choices
Executives like saying they want “openness.” They want to consider every idea, hear every viewpoint, and keep options flexible. In reality, although valuable, this often destroys momentum.
The most cited work on this comes from social psychologists Sheena Iyengar and Mark Lepper. Their study showed that people presented with fewer choices were far more likely to act. A small, curated set of jams led to dramatically higher purchase rates than a large display. That study has been replicated and expanded for two decades. The principle holds in various settings: When options multiply, action collapses.
It is tempting to think that leaders are different because they have more experience. The evidence says otherwise. Cognitive load does not care about job titles. When executives face too many similar options, they pause, delay, or default to whatever feels safest. In large organizations, the safest option is inaction.
If you want leadership teams to move, reduce the choices they must consider. Curate the field before it gets to the table. Eliminate the noise. Present two or three viable alternatives instead of 12. You will not only speed up decisions; you will improve them.
Why heuristics make or break decision quality
Once choices are reduced, another dynamic kicks in. With limited time or limited information, people rely on heuristics. These are not shortcuts for the unskilled. They are the mental tools that allow experts to move quickly.
Studies on bounded rationality and dual-process theory show that when decisions must be made under constraint, people shift from slow, analytical processing to faster, more intuitive judgment. This is how high-pressure environments function.
The problem is that most organizations leave these heuristics to chance. No criteria. No risk filters. No anchored recommendations. The result is inconsistent, political, or painfully slow decisions.
If leaders want high-quality decisions, they need to supply better heuristics. Give people a clear view of what matters most. Define the nonnegotiables. Make success criteria visible and simple. Present recommended options, not loose collections of ideas.
Heuristics are not the enemy of good thinking. They are the structure that allows it to happen at speed.
The actual role of time pressure in executive decisions
Time pressure is usually treated as a threat to decision quality. The research is more nuanced. Experiments published in academic journals show that time pressure can improve consistency and speed in certain types of tasks. In familiar or lower-risk decisions, moderate time pressure helps people filter distractions and commit.
However, tackling highly complex or ambiguous problems while you’re rushed hinders performance, and studies warn that time pressure can increase risk-taking or reduce perceptual accuracy. But for the majority of decisions that leaders face, especially operational or moderately strategic choices, clear time frames increase action without sabotaging quality.
There is a reason why year-end deadlines work. Not because the clock is ticking, but because the clock forces prioritization. It becomes obvious what matters and what does not.
The real reason December feels productive
December works because it removes the environmental factors that slow leaders down. The constraints create clarity. The deadlines force prioritization. The limited choices reduce noise. People are not more motivated in December. They are simply less confused.
Leaders don’t need more time or better slides. They need to design decisions the way December does—with clearer choices, specific criteria, and no place for indecision to hide.
Leadership influence is not about having the loudest voice in the room. It is about shaping the room so people can finally decide.
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