Why the Best CEOs Think Like Authors

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The average adult makes over 35,000 decisions per year. Yet one study shows that 85 percent of business leaders have suffered from decision distress. This means regretting, feeling guilty over, or questioning a decision they made in the past year. What separates exceptional leaders from those drowning in choice paralysis? The answer lies in an unexpected skill: thinking like an author.

Think of how a writer tackles a blank page. They don’t just begin writing off the top of their head. They outline chapters, structure ideas into logical sequences, and design blueprints that convert disjointed thoughts into cogent stories. Excellent CEOs use the same organized process to address business problems intuitively.

A formal process for working through strategic decisions can reduce mistakes and optimize judgment, MIT Sloan research has found. This type of structured process is similar to the discipline that writers apply to writing their books. Both processes take complex concepts and break them down into smaller chunks, specify compact information hierarchies, and establish logical connections among ideas.

Authors organize books into chapters for good reason—each chapter serves a specific purpose while contributing to the larger narrative. The best executives apply this same methodology to their strategic thinking. They mentally “chapter” their business challenges:

Chapter 1: Problem definition—Like with an author’s opening chapter, great leaders clearly establish the central conflict or opportunity they’re attempting to address.

Chapter 2: Context and background—They collect background information and learn about the time period the same way writers give the required background information.

Chapter 3: Alternatives and analysis—Several possible solutions are considered, similar to how writers come up with several plot twists before deciding on the most captivating direction.

Chapter 4: Implementation—The selected method is carried out with the same degree of attention to pace and structure authors utilize to build to their climax.

Chapter 5: Resolution and learning—Leaders evaluate outcomes and come to conclusions, just as writers end books with meaningful conclusions.

This author-like approach offers several cognitive advantages. Structured thinking breaks down big problems into smaller, manageable parts, helping leaders examine each element thoroughly before moving forward. Research shows that having a clear framework to define problems, guide evaluations, reduce stress, and foster team alignment significantly improves decision quality.  

This method also provides a competitive edge. Only 36 percent of all leaders say their decision-making style is similar to their organization’s leading to widespread dysfunction. Leaders who think like writers naturally align organizational goals by considering many perspectives and building full, well-supported arguments for their decisions.

Moreover, this structured thinking addresses a common leadership barrier: decision paralysis. In one study, study 72 percent of leaders said data overload and distrust prevented them from acting. Structuring information into understandable “chapters” enables leaders to digest complexity, regain clarity, and make bold decisions amidst uncertainty.

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