Should we make decisions based on intuition and emotion, or should we make decisions more rationally, with data, analytics, and numbers? The best process for making decisions under pressure is to use the data and numbers to inform our intuition. In addition, leaders must recognize and avoid falling prey to a number of mind tricks and biases. Power dynamics can also lead to poor decisions, and leaders do best to pursue an inquiry-based—rather than advocacy-based—approach. ... When making decisions under pressure, there are four tensions. Any decision in an organization generally has an ethical issue, a strategic issue, a financial issue, and a legal issue. Sometimes, there is tension among those issues. What makes perfect sense strategically might not make sense legally, or what makes the best sense financially might not make sense ethically. Part of the decision-making process is having the ability to recognize and manage the fundamental tensions that exist in most of the decisions we face. ... The way to do that is by answering three questions. First, how do I motivate and encourage the people and the organization to be aligned with what we are trying to achieve? Second, operationally, when we are under threat, how do I make sure that the business will be able to continue during these threatening circumstances? Third, how do I communicate the decision that I am about to make?