Protocols for leader’s decision making


Protocols for leader’s decision making. In today’s conversation Judith Germain speaks to Mark Nesbitt and Thomas Lebor from New Leaf on leader’s decision making. Mark and Thomas introduce themselves as long-time business partners who have started and run several companies together over the past 24 years. 

They discuss their previous ventures, including Urban Chill (a massage company) and Urban Leaf (a fundraising company), and how they are now focused on their latest business, New Leaf, which helps other business owners scale their companies effectively.

Key Takeaways

  • Leaders should make decisions aligned with the company’s vision, mission and values, considering long-term impact
  • Managers focus on how decisions impact their team/direct reports
  • Understanding team members’ decision-making styles (e.g. via Myers-Briggs) helps make better inclusive decisions
  • Having a framework/process for major decisions ensures all perspectives are considered
  • For time-sensitive decisions, empower the right person to make the call quickly when needed


Different decision-making approaches for leaders vs managers

  • Leaders make decisions tied to company vision/mission/values and long-term impact
  • Managers prioritise how decisions affect their team members and operations
  • But all should lead by example and make decisions aligned with the organisation’s principles

Importance of understanding decision-making styles

  • Myers-Briggs helped the speakers understand their contrasting styles
  • Some need more time/information to decide, others are quick decision makers
  • Recognising this allows building a process that values all inputs

Their decision-making protocol

  • Don’t leave meetings with a decision unless absolutely necessary
  • Give time for those needing to reflect/ask more questions
  • But also be able to make quick calls when opportunities or fires need addressing
  • Trust and understanding each other’s styles enables this flexibility

Scaling a business and decision-making

  • Define a clear mission/vision/values to anchor all decisions
  • Implement governance structures (board, management meetings)
  • Delegate decision authority with defined frameworks to avoid micromanaging
  • Systematise processes like hiring to make consistent decisions

In this conversation the group discusses the key differences between how leaders and managers make decisions. Mark and Thomas explain the decision-making protocol they have developed based on their different personality types and decision-making styles. 

Mark and Thomas are on a mission to empower values led and purpose driven leaders to scale their business effectively and create the life they want. Over 40 years combined experience of starting, scaling and leading businesses, has led them to develop frameworks of practical wisdom; clear principles that can be applied in the real world, resulting in high performance teams and cultures.

Maverick leadership is all about thinking outside the box and challenging the status quo. It’s about having the courage to take risks and the confidence to lead in a way that is authentic and genuine.

But amplifying your influence as a leader isn’t just about having a strong vision or a big personality. It’s also about having the right leadership capability and being able to execute on your ideas and plans.

The consequences of not having the right level of influence as a leader can be significant. Without the ability to inspire and motivate others, you may struggle to achieve your goals and make a real impact.

How Influential Are you? Take the scorecard at and see. 

Mark Nesbitt and Thomas Lebor can be found on LinkedIn here. Their website is here.

You can listen to Episode 425 on any of the popular podcast platforms or apps (including Spotify, and Audible). If you prefer to listen to your browser you can do that below. Enjoy!