There are two kinds of decisions.

The first kind are those that cannot be reversed. You have to take longer over these, but there is still no value in putting off inevitable. In these kinds of decisions, a maybe is same as a no. You will have decided by default. If it all goes wrong then, you will be at fault twice - once for not deciding at all and once for allowing wrong outcome to happen.

The other kind of decisions account for vast majority: those that can be changed, modified or adapted after they have been made. There is never any good reason to put off actively making these decisions.

Go with your gut instinct. 90% of time it will be right. Even in times it isn't, you can reverse it pretty quickly. Don't be frightened of losing a little face. In business, someone who has guts to make a decision, and then, in light of new facts, courage to decide to reverse it, is someone destined for top.

Don't think too far in future.

Some situations try to force you to decide based on outcome in long term. This is rarely sound. Of course, long-term objective is valid, but if it bankrupts you or company in short-term, that decision is flawed.

When to avoid making a decision.

After all I have said about power of positive decision making, it might seem odd to condone opposite. However, it is just as valid to decide not to do something as to decide to do it. The important thing is to decide.

Some questions are unanswerable and sometimes you simply don't have enough facts to make an informed decision. In these cases, your active decision is to wait, gather more facts, or seek advice. 'Do nothing' is not an option.

I leave final words to two successful businessmen from opposite sides of Atlantic:

'If I had to sum up in one word what makes a good manager, I'd say decisiveness. You can use fanciest computers to gather numbers, but in end you have to set a timetable and act.' Lee Iacocca, former Chrysler chief.

'A lot of companies I deal with seem incapable of making a decision. It doesn't matter if decision you make is right or wrong. What matters is that you make it and don't waste your company's time. If you make decision, you begin to distinguish good from bad.' Peter Kindersley, UK publisher.

Asking this question will give you an unlimited range of new aproaches to use: maybe smile more, or bribe him with a soft drink, or perhaps offer to do some of his boring work in return for help.

It also helps to anticipate rejection before it has a chance to happen. In case of example above, before talking to colleague I would spend a few minutes in preparation running through possible ways he might reject me. For each possible situation, just keep asking yourself - how must I change my approach to get what I want?

You may not realize, most people just give up too easily because rejection feels so unpleasant. If you reframe rejection to mean feedback it becomes a mental puzzle to solve instead. You will then be able to endure word *No* a lot longer. This endurance will also encourage others to let you have what you want because you just do not seem to take No for an answer!

****Warning: maintain rapport at all times when you use this approach, this new found courage and tenacity is only appreciated by others if you use it with a win-win outlook.****