What is decision fatigue?
It is a condition that sets in gradually and makes it more difficult to evaluate, arbitrate, or even simply choose. The first signs often go unnoticed: repeated hesitation, difficulty deciding on simple issues, a tendency to postpone decisions that would normally be made in a matter of minutes. Sometimes, we say yes too quickly to lighten our load or choose the status quo because we lack mental space.
When the burden of decisions accumulates without pause, other warning signs appear: procrastination, irritability, impatience, avoidance.
Decision fatigue is not an anomaly; it reflects an overload of available cognitive resources.
Why are managers particularly vulnerable to this?
Managers are constantly navigating between operational and strategic tasks, which means they have to make many more decisions than employees. They switch from complex issues to sensitive conversations, then from emergencies to planning cycles. This rapid alternation places enormous demands on mental resources. And when this pace is combined with a high level of stress over time (or less than optimal stress management), the brain remains in a state of alert. This mechanism, which is very useful for dealing with a specific challenge, nevertheless mobilizes enormous physical and cognitive resources. If it persists, it exhausts the body and can lead to errors in judgment, decreased concentration, more conflicts, procrastination, or an inability to make decisions, even on simple issues.
And this is not just an impression: a study of managers reveals that 73.1% of them experience high levels of psychological distress, a rate that remains very concerning even in a second survey (68.4%). By comparison, the average for Quebec workers is around 50%.
Digital pressure, organizational pressure
Added to this is the digital environment. Notifications, micro-interruptions, and the pressure to be instantaneous reduce opportunities for reflection and turn every action into yet another micro-decision. The day becomes a succession of demands that sap our attention, increasing irritability, internal tension, and sometimes physical symptoms such as severe stress, sleep disorders, or headaches.
The organization itself influences this phenomenon. Unclear roles, inconsistent objectives, a lack of alignment or resources, or a reactive culture increase the number of decisions to be made and the associated pressure. This repeated exposure to psychosocial risk factors undermines managers' mental health. Conversely, an organization that clarifies responsibilities, prioritizes tasks, and supports psychological safety naturally reduces decision fatigue and its impacts.
6 steps to reduce decision fatigue
1. Recognize the signs and contextualize
Decision fatigue is not a weakness, but a sign of high cognitive load. Identify your “critical moments”:
- when your lucidity declines;
- what types of decisions exhaust you;
- what emotional contexts amplify your mental load.
But self-awareness is not enough. Optimal stress management is essential to preserve your resources. Stress can be a temporary ally (like a sprint), but if it becomes constant, it depletes your energy and cognitive abilities. The challenge is therefore to learn how to manage your stress on a daily basis so that you can move forward at a marathon pace, not a sprint.
By having the right tools to regulate your stress on an ongoing basis, you protect your mental resources and maintain your ability to make clear decisions.
2. Simplify decision-making processes
Establish clear rules:
- what the team can decide on its own;
- what requires your consultation;
- what remains your prerogative.
A better-defined structure reduces the number of improvised decisions and eases the mental load.
3. Use delegation as a real lever for development.
Delegation is not a way to offload work, but a strategy for autonomy. Create an environment where your team can exercise their judgment with confidence, subject to:
- defining the framework;
- specifying the scope for action;
- clarifying the expected quality;
- specifying the non-negotiable points.
Then, you also have to learn to let go. Much of cognitive overload comes from repetitive thoughts about things beyond our control (the past, anticipating future scenarios, or the desire for everything to be done “our way”).
If you are less involved in decisions that do not require your expertise... you've won. This reduces your mental load while strengthening collective skills.
4. Align priorities with the team
A lack of shared criteria exacerbates decision overload. Work together to build a prioritization framework that includes strategic alignment, actual urgency, impact, and feasibility. Weekly 15-20 minute meetings using this framework reduce arbitrariness and bring greater clarity.
5. Automate what can be automated
Some decisions benefit from standardization. Simple rules such as:
- if a customer waits more than 48 hours -> automatic follow-up;
- if a performance threshold is reached -> pre-established action (reallocation of resources/project pause, etc.).
They reduce hesitation and avoid the exhaustion associated with repetitive decisions. This preserves energy and mental space for truly strategic issues.
6. Cultivate collective decision-making intelligence
Fostering a climate where decisions can be discussed, revisited, and analyzed without judgment strengthens the team's maturity. This can take several forms:
- a short post-mortem after a complex decision;
- sharing lessons learned from a mistake;
- an open discussion about the criteria that guide choices.
You will know you are making progress when decisions are no longer based solely on you, but on a common framework that the team uses and brings to life.
Restoring clarity
Decision fatigue often occurs when mental space is reduced. To regain clarity, it is essential to create real periods of deep work. It usually takes at least 60 minutes without interruption for the brain to enter this state of sustained concentration and recover its analytical and discernment abilities.
In addition, short breaks can also help relieve pressure and maintain a stable energy level:
- take a walk;
- do some stretching;
- practice conscious breathing;
- step away from any screens for a few minutes.
Not everything requires exhaustive analysis. The main goal is to give your brain the space it needs to process, prioritize, and choose.
In conclusion
If you feel that your mental load is increasing faster than your ability to make decisions, it's time to take action before decision fatigue becomes an obstacle to your leadership.
Decision fatigue is not a flaw, but a valuable signal. By clarifying your processes, empowering your team, and giving yourself space to recover, you protect your ability to make decisions and, by extension, to lead. Because making decisions is part of your role as a leader. And to lead effectively, you also need to take care of yourself, your balance, and your energy.
To go further: ➡️Mental health: focus on self-management to regain balance
