# Four questions to guide decisions in crisis > When volatility is constant, leaders need questions that expand thinking rather than narrow it too soon. - Title: Four questions to guide decisions in crisis | Shortify - Summary: When volatility is constant, leaders need questions that expand thinking rather than narrow it too soon. Leaders facing constant uncertainty should ask four… - Keywords: decision-making, leadership, uncertainty, strategy, crisis management, organizational resilience, business, management, Four, questions, guide, decisions - Source: Harvard Business Review — https://hbr.org/2025/05/in-uncertain-times-ask-these-questions-before-you-make-a-decision - Author: Cheryl Strauss Einhorn - Published: 2025-05-01T12:05:07+00:00 - Read time: 3 min - Topics: decision-making, leadership, uncertainty, strategy, crisis management, organizational resilience, business, management ## Leaders face constant crisis Today's leaders operate in perma-crisis amid geopolitical instability, climate shocks, and AI disruption. Decisions based on old assumptions quickly become outdated. What worked last time may no longer fit. ## Traditional questions narrow vision Traditional questions like return on investment and timeline can unintentionally narrow thinking too soon. Teams lock in early, overlook systemic shifts, or delay critical action when they should expand perspective. ## Better questions open new paths In uncertain conditions, leaders need questions that expand perspective, generate new insight, and spark creativity. The right questions help you avoid missteps and open new paths forward. ## Question one: durability test Ask: What decision today will still make sense a year from now? This forces leaders to pause and consider long-term consequences rather than solving immediate problems that create downstream damage. > What decision today will still make sense a year from now? ## Alana's sustainability choice Alana, a senior leader at a global consumer brand, faced pressure to cut costs by eliminating sustainability initiatives. The move would produce fast savings but risk damaging trust with younger consumers. ## Alana balances short and long term Instead of cutting the entire program, Alana identified which sustainability efforts were most visible and valued, like ethical sourcing partnerships. She preserved what mattered most while pausing less impactful efforts. ## Question two: leadership story Ask: If a year from now this decision was used as an example of our leadership, what would it teach? This shifts from reactive problem-solving to intentional meaning-making about your priorities and character. > If a year from now this decision was used as an example of our leadership, what would it teach? ## Raj chooses integrity over milestone Raj, a vice president at a fast-growing tech firm, led a high-stakes product launch. One team member raised ethical concerns about user data anonymity. The legal team had signed off but a gray area remained. ## Raj delays for data protection Asking the leadership question shifted the conversation from timelines to character.Raj delayed the launch by two weeks to build stronger data protections and publicly explained the change.The company gained internal trust and external respect. ## Question three: climate not storm Ask: What if this isn't the storm, what if it's the climate?This flips how leaders frame disruption.Rather than treating volatility as temporary, it asks you to consider what if this is the new normal. > What if this isn't the storm, what if it's the climate? ## Darryl rethinks vendor relationship Darryl, COO of a consumer goods company, struggled with a key packaging vendor. Deliveries were late and quality was slipping. He kept pushing for fixes, hoping the issues were temporary. ## Darryl sees pattern, not glitches When his procurement lead asked the climate question, Darryl saw a deeper pattern.The vendor hadn't worked well for a year, a period when his company expanded into international markets. ## Question four: cost of waiting Ask: What's the cost of waiting? In volatile environments, the pursuit of perfect clarity often conceals a hidden cost. This forces leaders to confront the risk of moving too late, not just moving too soon. > What's the cost of waiting? ## Monica hires despite uncertainty Monica, a chief strategy officer at a small financial services company, faced adding a senior marketing officer amid economic uncertainty.Her instinct was to wait for six more months of data and a more stable market. ## Monica moves forward with eyes open When Monica asked the cost of waiting, the team uncovered real risks: failing to reach investors, losing customers, losing to competitors, and damaging internal momentum. ## Right questions shape responses In today's perma-crisis world, waiting for stability is like waiting for a train that's never coming. These four questions enable better analysis, reframe risk, and strengthen decision-making muscles. > waiting for stability is like waiting for a train that's never coming ## Key takeaway Leaders facing constant uncertainty should ask four strategic questions to avoid reactive decisions and build resilience.