Why I Don’t Trust Fast Thinkers with Big Decisions

The Case for Stillness — Part I

In the startup world, there’s a kind of glorification around speed. Decision-making is often presented as an art of immediate clarity—fast thinking, fast talking, quick responses. We champion the quick thinker. The one who answers without hesitation. The one who, when confronted with a complex question, doesn’t pause for too long.

But over the years, I’ve learned something that seems counterintuitive:

Fast decisions don’t always lead to the best outcomes.

In fact, in the biggest moments of my career—moments that shaped Simpliwork and Khetal Advisors—I found that the more I slowed down, the clearer my path became.

It’s easy to be seduced by the urgency of speed. Investors want quick wins, partners want rapid action, and markets reward momentum. But while speed might make sense when you’re in execution mode, it can be catastrophic when you’re making strategic decisions.

A Real Decision, Slowed

Let me share a personal example. A couple of years ago, Simpliwork had the opportunity to enter into a large strategic partnership with a major international player. The deal, on paper, was golden: a new market, instant capital, and the potential to expand rapidly.

At first, everything pointed to a yes. The business case was sound. We would have doubled our reach, and our growth projections would have spiked.

But something didn’t feel right.

There was an undercurrent of misalignment—values, vision, and the way we worked. Sure, the numbers made sense, but I felt we hadn’t properly considered the long-term impact of compromising our autonomy. Instead of jumping into a deal that seemed too good to pass up, we chose to slow things down. We took a step back, re-evaluated, and allowed ourselves to sit with the discomfort of uncertainty.

We didn’t rush.

Three weeks later, we walked away from that partnership.

Looking back, it was one of the best decisions we never made. The partner we considered pivoted to a business model similar to ours—but crucially, they compromised on pricing to gain market share.

By giving ourselves time to process beyond the surface-level advantages, we saw the bigger picture. Growth has to be at a cost that allows business to not just sustain but flourish. If one chases short-term market valuations, you might get the EBITDA and the market multiple to go with it. Capital, however, is a constant.

You can always lower price and attract more customers. The key is: can you do it profitably?

Businesses—especially startups—need to adopt a long view, with stewardship at their core.

ROCE vs. EBITDA is a conversation for another day.

This wasn’t about rejecting opportunities. It was about rejecting the pressure to make decisions just because it felt urgent. In those moments, slowing down can be the fastest path to clarity.

The Framework for Slowing Down Decision-Making

So, how can we apply this “slower” mindset to critical decisions? Here’s a simple framework that I now rely on when making high-stakes choices.

1. Reversibility

Can I undo this decision later?

If the decision can be easily undone or altered, make it quickly. If the outcome is going to be permanent and high-impact, slow down. Take time to consider the potential long-term effects on the business, your team, and your reputation.

2. Depth of Consequence

Who will this decision impact, and for how long?

If the decision affects only your day-to-day operations, it’s a decision worth making quickly. But if it involves a change to your organizational structure, culture, or vision—pause. These are the decisions that carry emotional weight and have the potential to ripple for years.

3. Signal vs. Story

Am I responding to true signals, or just a well-crafted story?

We’ve all seen great pitches and beautiful data visualizations. But just because the story is compelling doesn’t mean the underlying facts are solid. Slow down to dig deeper. Separate the signal (real, actionable data) from the story (the narrative that others want to sell you).

Why Patience is a Virtue in Business Leadership

The challenge for many leaders is to break the instinctive drive toward fast decision-making.

Speed feels like control. We want to be perceived as decisive, in command, and forward-thinking.

The paradox, however, is that true leadership often requires restraint.

It’s the leaders who can slow down, take a step back, and read between the lines who tend to emerge with better results. These leaders don’t simply act on the pulse of the moment—they recognize when to pause, reflect, and recalibrate.

In a world that rewards speed, the real power lies in stillness.

True wisdom emerges when you make space for thoughtfulness, allowing you to navigate through complexity and uncertainty with greater ease.

And ultimately, slow thinking is what separates fast responders from impactful leaders.

Closing Thought

When I look back at the pivotal moments in my career, it’s clear that the best decisions weren’t made quickly—they were made with clarity. And that clarity only emerged when I was willing to sit with the discomfort of not knowing, to give myself time to explore all angles, and to consider the true costs and benefits of each choice.

The next time you’re faced with a tough decision, ask yourself:

Is this a fast choice, or a thoughtful one?

If it’s the latter, slow down.

Clarity will come when you’re ready to hear it.

Simpliwork Khetal Advisors Shashwat Kumar Krishna Kumar