Secret 4 · Communication / Focus — Decisions Risk

Every arrow points somewhere.

Some people thrive in the moment of decision. Others dread it. Yet both must decide. Three secrets on why and how you make difficult decisions — your colour, your axis, and your role.

Professional · Head language Three lessons · about 5 minutes to read

Professional
Head language · “When”

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The decision tree — four coloured levels of decision-making, Yellow, Blue, Red and Purple, each with its own risk-taking ability, from the emotional and vulnerable to the intuitive and quick — The decision tree — four coloured levels of decision-making, from the quick decision maker to the thorough one.

Intro video · Secret 04

Why we react differently when everything collapses

A short introduction to this Secret, told by JP. Watch it before you start the three lessons, or come back to it when you have finished.

Audio language

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The case

Now you must choose

A woman in a dark jacket seen from behind, facing a green wall covered with white arrows pointing in many different directions

Everyone has felt it — that trembling restlessness that fills the body and whispers: now you must choose. And with it the old fear that “the good I want, – I do not do, but the evil that I do not want, that I practice.” (Paulus, Rm. 7,19)

When? — the timing of your risk assessments. That is the focus of this theme of SGL-Communications, and this is its claim: when life is at its worst, people are at their best.

Secret 4 · The decision tree

Quick, or thorough?

Every arrow on the decision tree points somewhere. At its base sit two dominant profiles — vital, complementary, and neither better than the other.

Decisive under pressure

The Quick decision maker

Decisive under pressure. Action-oriented. Comfortable in fast-moving or uncertain conditions, where the next step cannot be quality assured.

Methodical and cautious

The Thorough decision maker

Methodical and cautious. Driven by detail, and essential for managing long-term risk. Both profiles matter most when appointing leaders for new projects.

In this Secret