The Moment Between Doubt and Decision

Growing up, I was quiet and observant by nature. The kid who always knew the answer but rarely raised his hand. Speaking up in class felt like stepping off a cliff. It wasn’t that I didn’t know what to say. I just couldn’t get past that split second of hesitation.

The what ifs would rush in. What if I’m wrong? What if I sound dumb? What if everyone else already knows this?

So I came up with a small rule for myself. When that hesitation hit, I’d take a breath, remind myself that what I had to say could add value, and then raise my hand before my brain talked me out of it.

That tiny moment — between doubt and decision — was where my confidence started to grow.

That personal rule followed me through college and into my career. It helped me speak up in meetings, ask better questions, and share ideas I might have otherwise kept to myself.

It also changed how I lead. Because that same hesitation — the kind that stops a student from raising their hand — shows up in conference rooms and project teams every day.

It’s the employee who doesn’t share an idea. The manager who avoids asking a tough question. The CEO who holds back feedback that could help someone grow.

Over time, I’ve realized that leadership isn’t about eliminating hesitation. It’s about modeling how to move through it and creating space for others to do the same. It’s about small, tactical decisions that allow others to take action easily. And it’s about large, cultural practices that allow others to show up fully without fear of judgement or ridicule.

That mindset has been my anchor ever since I was younger. I’ve learned that you don’t overcome hesitation by waiting until you’re ready or until the fear is gone. You overcome it by taking action before the doubt wins.

Anytime I get stuck in analysis paralysis, I remind myself: Action is always better than inaction. Confidence isn't the prerequisite for action, it's the result of it.

As a coach, facilitator, and leader, I’ve made it my mission to create space for others to do what once felt so difficult for me: to share, question, challenge, and contribute without fear. Because I know, sometimes the best ideas come from the person who hesitated longest before speaking.

That hesitation isn't a sign of weakness. It's often a sign of processing and thoughtfulness. The challenge for leaders isn't to eliminate hesitation, it's to create a culture where acting despite it is safe.

You’ll rarely regret the action. But you’ll almost always regret the silence.

Because the leaders who make the biggest impact aren’t the ones who never hesitate. They’re the ones who build the courage in themselves and in others to act after a quick pause.