The boardroom wants answers now. Your inbox is exploding. Three fires need putting out simultaneously. And somehow, you’re supposed to make a decision that could make or break your quarter. Sound familiar?
I recently sat down with CEO.CA to talk about something most entrepreneurs get backwards—the relationship between planning and execution when the stakes are highest.
Here’s what nobody tells you about high-pressure decision-making: the chaos isn’t the problem. Trying to plan during the chaos is.
I learned this the hard way on the golf course at Division I level. You don’t figure out your swing mechanics while standing over a tournament-deciding putt. You build your system in peace, then trust it in pressure. Same principle applies whether you’re launching a product, pivoting strategy, or deciding which of your three companies gets resources this quarter.
The framework I shared in the interview isn’t theoretical. It’s how I’ve scaled Pabs Marketing, Alive DevOps, and Pabs Tech Solutions simultaneously without losing my mind. Morning meditation creates the clarity. Systems create the execution pathways. When chaos hits—and it always hits—I’m not making it up as I go.
Most founders do the opposite. They wing it during calm periods, then panic-plan when everything’s on fire. That’s not strategic thinking. That’s just expensive improvisation.
If you’ve ever wondered why some entrepreneurs seem unshakeable during crises while others spiral, it’s not personality—it’s preparation architecture.
Read the full article on CEO.CA
The best decisions aren’t made under pressure—they’re made before the pressure arrives.