Podcasts > On Purpose with Jay Shetty > Give Me 30 Minutes and You Will Never Struggle With a Decision Again

Give Me 30 Minutes and You Will Never Struggle With a Decision Again

By iHeartPodcasts

In this episode of On Purpose, Jay Shetty explores how decision fatigue affects our ability to make choices and shares insights from figures like Steve Jobs and Barack Obama on preserving mental energy for important decisions. He introduces practical frameworks for approaching different types of decisions, including Jeff Bezos's method of distinguishing between reversible and irreversible choices, and explains why making decisions with 70% of available information is often better than waiting for perfect certainty.

The episode examines the relationship between emotions and decision-making, drawing from research that shows emotions are essential to the process rather than obstacles to overcome. Shetty presents specific techniques for gaining perspective on choices, including "regret simulation" and a three-step emotional check-in process, while explaining how to overcome analysis paralysis and build confidence in decision-making through action.

Listen to the original

Give Me 30 Minutes and You Will Never Struggle With a Decision Again

This is a preview of the Shortform summary of the Sep 12, 2025 episode of the On Purpose with Jay Shetty

Sign up for Shortform to access the whole episode summary along with additional materials like counterarguments and context.

Give Me 30 Minutes and You Will Never Struggle With a Decision Again

1-Page Summary

Strategies For Reducing Decision Fatigue and Improving Decision-Making

Research from Stanford shows that excessive deliberation can reduce decision quality by up to 25% due to decision fatigue. To combat this, notable figures like Steve Jobs and Barack Obama minimize daily micro-decisions to preserve mental energy for important choices. The key is making significant decisions early in the day when cognitive resources are fresh, while batching minor decisions like meal choices ahead of time.

Frameworks For Classifying and Approaching Decisions

Jeff Bezos emphasizes distinguishing between irreversible high-stakes decisions that warrant careful deliberation and reversible low-stakes ones that can be made quickly. The "good enough" principle suggests acting on 70% information rather than seeking perfect certainty.

Jay Shetty introduces the "Feel First, Then Think" approach, drawing on Antonio Damasio's research showing that emotions are fundamental to decision-making, not obstacles. Shetty recommends a three-step emotional check-in before major decisions: identifying dominant emotions, evaluating their relevance to the current situation, and integrating logical thinking.

Interplay Between Emotions, Logic, and Values in Decision-Making

Shetty proposes using "regret simulation" as a decision-making tool, suggesting that people imagine both outcomes of a decision and consider whether they'll respect who they become regardless of success. Harvard research, as cited by Shetty, indicates that people typically overestimate future regret, making it important to ground decisions in logic and values rather than fear of disappointment.

Techniques For Gaining Perspective on Decisions

To combat indecision's anxiety, Shetty advises taking physical action within five minutes of making a decision. The discussion emphasizes avoiding overthinking on matters that won't be significant in five years. The hosts suggest that recognizing most decisions aren't high-stakes can help overcome analysis paralysis, advocating for progress and self-trust over perfectionism or external validation.

1-Page Summary

Additional Materials

Counterarguments

  • While minimizing daily micro-decisions can preserve mental energy, it may not be practical or desirable for everyone, as some people may find joy or relaxation in these small choices.
  • Making significant decisions early in the day assumes that everyone's cognitive resources peak at the same time, which may not account for individual differences in circadian rhythms or personal productivity cycles.
  • Batching minor decisions can be helpful, but it also requires foresight and planning, which might not always be feasible or could introduce its own form of decision fatigue in the planning stage.
  • The principle of acting on 70% information may not be suitable for all types of decisions, particularly in fields where precision and thoroughness are critical.
  • Emotions are indeed fundamental to decision-making, but the "Feel First, Then Think" approach may not be appropriate in situations where immediate, rational action is required.
  • Regret simulation can be a useful tool, but it may also lead to overemphasis on avoiding regret rather than focusing on potential positive outcomes or learning opportunities from less successful decisions.
  • Taking physical action within five minutes of making a decision might not always be possible or prudent, especially for decisions that require coordination with others or additional resources.
  • The advice to avoid overthinking matters that won't be significant in five years could potentially minimize the importance of decisions that have long-term cumulative effects.
  • The notion that most decisions aren't high-stakes might lead to underestimating the impact of seemingly minor decisions that can have significant long-term consequences.
  • Advocating for progress and self-trust over perfectionism is valuable, but there are contexts where striving for excellence and seeking external validation, such as peer review, are both necessary and beneficial.

Actionables

  • You can create a "decision menu" for your week, where you pre-plan choices for meals, outfits, and other routine tasks every Sunday. By doing this, you'll free up mental space during the week, similar to meal prepping but for decisions. For example, decide on a work outfit for each day or set a weekly lunch menu to avoid daily deliberation.
  • Develop a "70% rule" habit tracker where you log decisions made with partial information and reflect on their outcomes. This could be a simple journal where you note the decision, the information you had at the time, and the result after a week or month. This practice will help you become more comfortable with uncertainty and recognize patterns in successful decision-making.
  • Implement a "five-year filter" for your decisions by keeping a small card in your wallet or a note on your phone with the question, "Will this matter in five years?" Use it to guide your thought process when you're faced with a choice that's causing you stress. This can help you quickly dismiss trivial decisions and focus on what truly matters in the long run.

Get access to the context and additional materials

So you can understand the full picture and form your own opinion.
Get access for free
Give Me 30 Minutes and You Will Never Struggle With a Decision Again

Strategies For Reducing Decision Fatigue and Improving Decision-Making

To combat decision fatigue and improve the quality of decision-making, several strategies can be employed, such as protecting decision-making energy, differentiating between types of decisions, and embracing the 'good enough' principle.

Protect Decision-Making Energy: Make Big Decisions Early, Batch Small Ones

Research from Stanford indicates that deliberating excessively can diminish decision quality by up to 25% due to decision fatigue. Every decision depletes a finite reserve of mental energy, leading to avoidance or impulsivity once it's exhausted.

Preserving Mental Resources By Avoiding Micromanagement of Trivial Decisions

Notable figures like Steve Jobs, Barack Obama, and Mark Zuckerberg minimize daily micro decisions to conserve cognitive energy for more important ones. One should aim to make significant decisions earlier in the day when cognitive resources are replenished. Batching minor decisions, like choosing meals or clothing, should be done ahead of time, perhaps the night before or a week in advance. This strategy allows individuals to concentrate on the few critical choices and avoid wasting brainpower on insignificant matters.

Type one vs. Type two Framework For Decision-Making

Identifying the nature of decisions is important for effective management of decision-making energy.

Not all Decisions Need Equal Investment

Decisions vary in their level of importance and consequence. This realization should guide the time and energy invested in making them.

Irreversible High-Stakes vs. Reversible Low-stakes Decisions

For decisions that are high-stakes and irreversible, it is warranted to invest time and think deeply. However, if a decision is reversible and low-stakes, one should make the decision swiftly. Jeff Bezos emphasizes that not all decisions warrant the same level of energy. Distinguishing between the two types ensures that one can be nimble with reversible choices and deliberate with irreversible ones.

Embracing the "Good Enough" Principle for Many Deci ...

Here’s what you’ll find in our full summary

Registered users get access to the Full Podcast Summary and Additional Materials. It’s easy and free!
Start your free trial today

Strategies For Reducing Decision Fatigue and Improving Decision-Making

Additional Materials

Clarifications

  • Decision fatigue is the concept that making repeated decisions can deplete mental energy, leading to poorer decision quality over time. As individuals make more choices throughout the day, their cognitive resources become drained, potentially resulting in impulsive or avoidant decision-making. This phenomenon highlights the importance of managing and prioritizing decisions to maintain optimal decision quality and effectiveness. Understanding decision fatigue can help individuals implement strategies to conserve mental energy for more critical choices and improve overall decision-making outcomes.
  • To protect decision-making energy, it is essential to prioritize significant decisions early in the day when mental resources are at their peak. Batch smaller, less critical decisions like meal choices or outfit selection to conserve cognitive energy for more important matters. Avoid micromanaging trivial decisions to prevent unnecessary depletion of mental resources. By managing decision-making energy effectively, individuals can enhance the quality of their decision-making processes.
  • The 'good enough' principle in decision-making suggests that it's not always necessary to seek p ...

Counterarguments

  • While making big decisions early in the day might work for some, others might find their decision-making abilities peak at different times due to personal rhythms or work schedules.
  • The strategy of batching small decisions assumes a stable and predictable environment, which might not be applicable for everyone, especially those in dynamic or unpredictable situations.
  • The advice to minimize daily micro decisions might not be practical or desirable for individuals who find joy, creativity, or stress relief in these smaller choices.
  • The 70% information rule for decision-making is a guideline and not a one-size-fits-all solution; some decisions might require more information due to their complexity or the potential for significant consequences.
  • The distinction between high-stakes irreversible and low-stakes reversible decisions can sometimes be unclear, and what seems like a low-stakes decision could have unforeseen high-stakes outcomes ...

Get access to the context and additional materials

So you can understand the full picture and form your own opinion.
Get access for free
Give Me 30 Minutes and You Will Never Struggle With a Decision Again

Frameworks For Classifying and Approaching Decisions

Jay Shetty explores frameworks for improving decision-making, tackling both the emotional aspects and the temporal implications of choices.

"Feel First, Then Think" Decision-Making

Emotion Guides Reasoning, Not Noise to Ignore

Shetty discusses Antonio Damasio's work, which revealed that emotion is not merely an impediment to decision-making but a foundational aspect of it. Damasio's research with patients who had brain damage that disrupted the connection between emotion and rational thought demonstrated an increased difficulty with decision-making, emphasizing that emotion should guide reasoning rather than being disregarded.

Emotional Check-In to Identify Decision-Driving Feelings

Shetty advocates a three-step emotion check-in before significant decisions: Firstly, recognizing the dominant emotion influencing the decision; secondly, evaluating whether this emotion reflects the current situation or is colored by past experiences; and finally, integrating logical thinking. Identifying the emotions that influence decisions allows individuals to choose from a place of completeness rather than habit.

10-10-10 Rule for Long-Term Implications of a Decision

Thinking About a Decision in 10 Minutes, 10 Months, and 10 Years

The 10-10-10 rule, as mentioned by Shetty, is a strategy devised by Suzy Welch. It advises that consideration of how a decision will play out a ...

Here’s what you’ll find in our full summary

Registered users get access to the Full Podcast Summary and Additional Materials. It’s easy and free!
Start your free trial today

Frameworks For Classifying and Approaching Decisions

Additional Materials

Counterarguments

  • While emotion is important in decision-making, over-reliance on emotion can lead to biased or irrational choices.
  • Emotions can sometimes reflect transient states or external pressures that may not align with long-term goals or values.
  • The process of emotional check-in could potentially lead to over-analysis or paralysis by analysis, where a person becomes too caught up in understanding their emotions to make a timely decision.
  • The 10-10-10 rule, while useful, may not be applicable to all types of decisions, particularly those that require immediate action or those that are not significantly impacted by time.
  • Long-term forecasting (10 months, 10 years) can be highly speculative and may not accurately reflect the actual outcomes of a decision, leading to overconfidence in the decision-making process.
  • Speaking reflections aloud as a method of truth-telling assumes that individuals are always able to ar ...

Actionables

  • Create an "Emotion Map" for complex decisions by drawing a flowchart that includes your emotions and potential outcomes. Start with the decision at hand, branch out to different emotions you feel about it, and then for each emotion, draw lines to possible consequences. This visual representation can help you see how your feelings influence various paths and outcomes.
  • Develop a "Future-Self Diary" where you write letters to your future self about decisions you're facing. Describe the decision, how you feel about it now, and ask questions about how it might have played out. Date these letters for 10 months and 10 years in the future, then revisit them to reflect on the accuracy of your emotional predictions and the quality of your decision-making.
  • Use voice-recording apps to capture yo ...

Get access to the context and additional materials

So you can understand the full picture and form your own opinion.
Get access for free
Give Me 30 Minutes and You Will Never Struggle With a Decision Again

Interplay Between Emotions, Logic, and Values in Decision-Making

Understanding the interplay of emotions, logic, and values is crucial when it comes to effective decision-making. Emotions can warp our choices, but they also serve as a compass for understanding the consequences of our potential decisions.

Simulating Regret to Understand Decision Consequences

Shetty introduces the idea of a "regret simulation" as a tool to navigate the emotional aspect of decision-making.

Envisioning Paths and Evaluating Self-Respect In Failure

By imagining both outcomes of a decision, Shetty suggests asking oneself if they will respect who they become, even if the choice doesn't lead to success. This process focuses on maintaining personal integrity regardless of the ultimate result. Harvard research, as explained by Shetty, shows that people often overestimate their future regret. Therefore, he recommends using regret simulations proactively to ground decision-making in logic and values, rather than allowing a disproportionate fear of future disappointment to take charge.

Aligning Decisions With Your Purpose and Identity

To navigate life's challenges and make decisions with confidence, it is essential to align your choices with a personal sense of purp ...

Here’s what you’ll find in our full summary

Registered users get access to the Full Podcast Summary and Additional Materials. It’s easy and free!
Start your free trial today

Interplay Between Emotions, Logic, and Values in Decision-Making

Additional Materials

Counterarguments

  • Emotions can sometimes be misleading and not always a reliable compass for understanding consequences.
  • Over-reliance on "regret simulation" might lead to excessive caution and missed opportunities due to fear of potential regret.
  • Imagining outcomes may not always be accurate, as people cannot foresee all variables and potential consequences.
  • Maintaining personal integrity is important, but sometimes compromise is necessary for the greater good or practical outcomes.
  • People might underestimate future regret as well, especially if they are prone to impulsivity or have a tendency to discount future emotions.
  • Grounding decision-making solely in logic and values may not account for the complexity of human emotions and the social context of decisions.
  • Aligning decisions with personal purpose and identity might not always ...

Actionables

  • You can create a "decision diary" to track the emotional journey of your choices, noting down the emotions you feel before, during, and after making a decision. This practice will help you become more aware of how emotions influence your decisions and allow you to reflect on the accuracy of your emotional predictions over time. For example, before deciding whether to take on a new project at work, write down your initial feelings, the values you believe are at play, and what you anticipate feeling afterward. Revisit the entry after the decision has played out to evaluate the outcome against your emotional forecast.
  • Develop a "values matrix" that lists your core values in one column and potential decisions in another, then score each decision against your values on a scale from 1 to 10. This tool will help you visually align your decisions with your personal values and purpose, making it easier to choose paths that resonate with your internal vision. For instance, if one of your core values is creativity, and you're considering whether to take a new job, score the job based on how much it will allow you to express and develop your creativity.
  • Engage in "future-self journaling" where you write letters to your fu ...

Get access to the context and additional materials

So you can understand the full picture and form your own opinion.
Get access for free
Give Me 30 Minutes and You Will Never Struggle With a Decision Again

Techniques For Gaining Perspective on Decisions

Navigating the waters of decision-making can be daunting, but adopting certain strategies can facilitate clarity and resolve. Shetty advises embracing decisive action to counteract the anxiety of indecision, while overcoming procrastination and the need for external validation are key for mental tranquility and personal progress.

Embracing Decisive Action to Conquer Anxiety

Indecision Is a Decision; Movement Reduces Uncertainty

Shetty points out that not making a decision is, in itself, a decision that often paves the way for anxiety. To counter this, he suggests that taking action can reduce feelings of uncertainty. Engaging in something physical within five minutes of making a decision can help combat the inertia of indecision and its accompanying anxiety. Recognizing that the real enemy of speed isn't caution, but rather confusion, can be a powerful motivator to propel one towards action.

Overcoming Overthinking, Procrastination, and Seeking External Validation

Stopping the Cycle of Excessive Deliberation and Rumination

The discussion emphasizes the importance of halting the cycle of overthinking and the habit of rumination, which can cloud judgement and sap decisiveness. It's noted that ruminating and overanalyzing diminish one’s ability to think clearly and can lead to defaulting to what's familiar when decision-fatigue sets in. To conquer this, it is suggested not to overthink things that won't matter five years down the line or worry about the opinions of people who won't notice your absence.

Progress and Self-Trust Over Perfection or External Approval

The hosts advise that recognising most life decisions aren't high-stakes can alleviate the paralysis of overanalys ...

Here’s what you’ll find in our full summary

Registered users get access to the Full Podcast Summary and Additional Materials. It’s easy and free!
Start your free trial today

Techniques For Gaining Perspective on Decisions

Additional Materials

Counterarguments

  • While taking action can reduce uncertainty, it's also true that some decisions require careful deliberation and that hasty actions can sometimes lead to poor outcomes.
  • Physical activity may not always be the best way to combat indecision for everyone; different strategies work for different individuals.
  • Caution can be a valuable trait, and in some situations, it is necessary to prevent rash decisions that could have serious negative consequences.
  • Overthinking is often viewed negatively, but thorough analysis can sometimes prevent mistakes and lead to better decision-making.
  • While it's beneficial not to dwell on insignificant matters, what is considered insignificant can be subjective and vary greatly from person to person.
  • The idea that most life decisions are not high-stakes and are recoverable might not hold true in all cases, as some decisions can have long-lasting and irreversible effects.
  • Prioritizing progress over perfection is generally sound advice, but there are scenarios where striving for perfection is necessary, especially in high-precision fields.
  • The concept of depleting self-control through decisi ...

Actionables

  • You can set a timer for decision-making to prevent overthinking. Decide on a reasonable time limit for each type of decision you face, such as 2 minutes for what to eat for lunch or 10 minutes for which movie to watch. This practice helps you to act swiftly and avoid the paralysis that comes with rumination.
  • Create a "decision diary" to track and reflect on the outcomes of your choices. Write down the decisions you make each day, how you felt making them, and what the results were. This can help you see that most decisions are not high-stakes and that you can learn and recover from any that don't turn out as expected.
  • Implement a "physical activit ...

Get access to the context and additional materials

So you can understand the full picture and form your own opinion.
Get access for free

Create Summaries for anything on the web

Download the Shortform Chrome extension for your browser

Shortform Extension CTA