Why judgement degrades before performance figures move
Look at the decision process before waiting for a missed target. Rework and unsupported assumptions are useful prompts for investigation, not diagnoses.
The performance question
A healthy revenue figure does not tell a board how a recent investment choice was reached. Test whether the underlying decision had a clear objective, credible alternatives and an explicit account of uncertainty. The concern is avoidable performance loss when unmanaged pressure removes these checks.
What the evidence supports
HSE describes excess workload as a contributor to slower task performance and slips, lapses or mistakes. Its guidance concerns human factors, not a validated predictor of executive judgement. It supports examining work demands rather than assuming that current financial results demonstrate adequate capacity.1
A practical approach
Choose five consequential decisions from the last quarter. Ask the company secretary or another independent reviewer to inspect the records for missing assumptions, absent challenge and unclear authority. Discuss the findings with decision owners privately. Improve the weakest process step before introducing another leadership assessment.
How to review progress
Repeat the sample next quarter using the same criteria. Report the proportion with complete reasoning and how much avoidable rework followed. Distinguish a poor process from a reasonable decision overtaken by new information. Do not label an individual impaired from a document review.
Sources and references
- Human factors: Workload Opens in a new tab
Health and Safety Executive
Processing limits, task analysis, workload drift and staffing
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