In these challenging times, the relentless pace and pressure can make even the most steadfast professionals feel besieged. The art of decision-making becomes particularly daunting when options range from undesirable to downright dismal. Such predicaments remind me of the harrowing tale recounted in the 2003 film “Touching the Void,” where mountaineers Joe Simpson and Simon Yates faced unthinkable choices on a remote Peruvian peak.
Following a successful ascent, the duo encountered disaster during their descent of Siula Grande. Simpson’s fall and subsequent injury rendered their situation dire. With no hope of rescue, Yates faced a grim decision: risk both their lives by trying to hoist Simpson to safety, or sever their connecting rope, potentially saving himself but consigning Simpson to an uncertain fate. Yates chose the latter.
Miraculously, Simpson survived the fall but found himself trapped in a crevasse. Faced with the bleak options of waiting hopelessly for rescue or venturing deeper into the abyss in search of an escape, Simpson chose the latter, embracing the perilous unknown over paralyzing inaction.
my only choice was to lower myself deeper into the crevasse."
This narrative underscores a profound truth relevant to our professional lives, especially in the current climate. This ethos, though forged in the crucible of survival, holds invaluable lessons for navigating the complexities of the business world.
In his situation, how many of would have died listening to our inner voices tell us “wait, hold on”, “don’t make a bad situation worse”, “help will arrive”. However, Joe realised he had nothing to lose. So he took the crap option and lowered himself into blackness. He deliberately left the end of the rope unknotted. If the rope ran out before the ground, he decided to fall rather than hang there.
He said something in that film that has stuck with me all the years since. I looked it up because it is so right, for right now.
You've got to make decisions, you've got to keep making decisions – even if they're wrong. If you don't, you're stuffed."
Decision-making, particularly in turbulent times, is less about the certainty of outcomes and more about the courage to proceed despite uncertainty. The luxury of optimal choices is often a rarity. More frequently, we are tasked with selecting the least detrimental path from a set of unappealing alternatives. The peril lies not in choosing poorly but in succumbing to indecision.
In my analytical career, I’ve delved into vast data pools and constructed intricate models in search of clarity. Yet, the reality is that not all decisions can be distilled into clear-cut analytics. Sometimes, the path forward is about embracing the uncomfortable and making the best decision possible under the circumstances.
As we navigate the complex landscape of today’s business environment, let us remember the importance of decisive action. Even in the face of daunting choices, the ability to make and act upon decisions—imperfect though they may be—is paramount. It is this resolve that will steer us through adversity and toward growth and success.
Author Mark Alexander is CEO of YEG! GCC and an expert in major events contract negotiations, planning and delivery. This was written in Milan, the epicentre of the COVID-19 pandemic in the first weeks of lockdown.
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