As I was following some world cup football matches, I could observe how coaches must decide whether to substitute a key player, adjust a tactical formation, or trust a gut instinct as the clock ticks down in front of a global audience. While the setting is a stadium, the environment—intense pressure, public scrutiny, and the need for immediate action—mirrors the challenges faced by today’s business executives. Reflecting on how these elite coaches operate provides a masterclass in decision-making that is as applicable to business leaders, CEOs and managers.

The Three Phases of Elite Decision-Making

Elite coaches do not just react; they operate within a framework of “before, during, and after” to ensure that when the spotlight hits, they are ready.

1. Before: The Foundation of Trust and Preparation: The most critical decisions are often made long before the whistle blows. Successful coaches focus on two pillars:

• Building Relational Capital: Trust is not built in the heat of the moment; it is forged in daily interactions, such as brief conversations in the locker room or hallways. This relational foundation allows a coach to rely on a player’s intuition during a game because they have already established a history of mutual understanding.
• Scenario Planning: Rather than waiting for crisis, elite coaches practice “what-if” scenarios extensively. By preparing for various game states in advance, they reduce the cognitive load when actual pressure occurs, allowing them to focus on the nuances of the situation.

2. During: Managing Emotions and Filtering Noise – When the pressure is highest, the best leaders excel at maintaining composure and following a structured process. Elite coaches feel the adrenaline and frustration, but they possess the self-awareness to prevent those emotions from clouding their judgment. They treat their decisions as a process—if they follow the established protocol, they remain confident regardless of the immediate outcome. While analytics are essential, elite coaches act as a “sense check.” They use data to inform their strategy but rely on their vast experience—or “coach’s eye”—to interpret whether the data aligns with the reality on the field.

3. After: The Culture of Post-Mortem Without Blame – Following a significant decision, the immediate priority is reflection, not retribution. Eliminating Blame: A culture of blame destroys trust and discourages transparency. Instead, elite teams focus on “what could have been better as an organisation” rather than finger-pointing. In professional sports, the turnaround time is short, necessitating immediate reflection. Business leaders can benefit from conducting “post-mortems” while the experience is still fresh, fostering a growth mindset that treats every outcome as a learning opportunity.

Key Takeaways for Business Leaders

The parallels between a World Cup manager and a Business Leader or CEO are striking. To improve your own decision-making process, consider these three shifts:

• Move Beyond “We’ve Always Done It This Way”: The biggest hurdle to better decision-making is the assumption that past success equates to future effectiveness. Be open to change, even when your organization is performing well; complacency is the enemy of sustained excellence.
• Be Deliberate in Communication: A leader’s words carry weight. During high-pressure moments, be precise and tactful, as your message affects everyone from junior staff to senior leaders.
• Create Accountability Structures: Avoid the trap of investing in technology or strategies that no one uses. Implement processes where decisions are documented and reviewed, ensuring that there is accountability for the tools and systems your team relies on.

Ultimately, high-stakes decision-making is about more than just data—it is about the human element. By building trust beforehand, following a process during the heat of the moment, and reflecting without blame afterward, you can lead your team through any pressure, whether it’s a world cup match or a critical business pivot.