Founder Fundamentals 2/10 – Decisions are Icebergs
We sometimes confuse decisions with wishes. This happens because we distinguish based on our intent: we want to make a decision. Objectively, though, intent is meaningless. It is the execution that separates wishes from decisions: we’re not involved in the execution of a wish – it’s either beyond our control or left to others. The execution of a decision, on the other hand, is on us. If we let go of it, we've really just made a wish.
As startups grow, decision-making and execution separate. This “execution gap” isn't a mistake – it's a necessity for growth: founders need to stop doing everything themselves. But if the gap isn’t managed, founders let go of execution. Without realising it, they start making wishes - and end up with poor status visibility and the nagging sense that nothing gets quite done.
Managing the gap requires downstream control: clear responsibilities, measurable goals. That much is common knowledge. But the bigger problem isn't downstream – it's upstream: founders lose their feel for how much execution costs. And because their job is now centred on making decisions, they decide more. To a degree, that's part of scaling. But when decision-making velocity outpaces execution velocity, companies become slow.
Why?
Because decisions are icebergs. Making the decision is 1/7th of the work. Execution – the 6/7ths below the waterline – is where the real work lives and impact is created. Picture your execution capacity as a canal. Drop icebergs into it based only on what's visible above the waterline, and you'll clog it fast. Stay aware of their real size, and you can adjust your pace and keep things flowing.
“Decisions are icebergs” is not just a metaphor – it’s a key mindset for growth. It kills the illusion that decisions squeeze through without consuming capacity. It requires you to mind – and work – the execution gap.
Make it stick by bringing in your leadership team and establishing these rules:
1. No iceberg without owner. When your leadership team says "Let's do this!", ask: "Who owns the iceberg?" Only when ownership is documented do you move on.
2. Ownership sticks. The owner can delegate any operational aspect of execution, but oversight always rests with them. Require them to have active knowledge of the iceberg's status. "I have to ask my team" is unacceptable.
3. Icebergs don't sink. The owner ensures there is always a known next step – a status update at minimum – with a fixed date. This is documented and becomes an agenda item for leadership team meetings. The only way for an iceberg (and ownership of it) to “end” is a declaration of done by the leadership team.
Every leadership decision now consumes leadership capacity. That's the point. It closes the feedback loop on execution. It stops the leadership team from deciding – and starting – more than the company can execute. And by that, it increases velocity. And clarity.
When your leadership team starts pushing back on taking ownership for icebergs because they lack capacity, you've won. You're no longer stuffing your organisation with wishes. You're deciding what gets done.