Imagine this: A team is finally seeing traction. A few early wins have unlocked a new sense of momentum. Then an opportunity appears that promises to change everything. It could be a fast-moving distribution deal, a well-connected investor, or a partnership that could dramatically scale reach. The temptation is immediate and emotional. It feels like the moment you are supposed to say yes.
This is not unusual. In fact, it is common. When the stakes feel high and the window of opportunity feels narrow, the human tendency is to act quickly. Many describe these moments as thrilling and terrifying at the same time.
But often, what follows is not rapid success. It is a fog of ambiguity. Doubts creep in. Is this aligned with what we are building? Is the data real or just noise? Are we about to commit to something we cannot walk back later?
These moments are hard not because of indecision or lack of courage, but because of how much is unresolved when the decision needs to be made. And when operating inside a lean team, this tension is magnified.
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