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Choose—Decide the Optimal Solution

In the latest installment of the Smart Decisions series, Wayne Lynn explains how all the previous steps of the decision-making process have led up to the moment when you decide the ultimate solution.   

Wednesday, September 17, 2025

Up until this point in the process, all of our work has diverged into multiple options. Now, we will begin to converge toward the best solution to our problem. We will take our robust list of potential solutions and then shorten it using a couple of reducing strategies. After that, we will weigh the pros and cons of the short list of finalists and make a choice. All of our work has been designed to get us to this moment.

Need to know: There are often trade-offs between various options, with drawbacks to every potential solution. We are looking for the “optimal choice” because, practically speaking, the ideal choice is so elusive and, often, expensive. The way forward is probably going to look like the rough process described below.

Why it matters: This is your best chance to evaluate all the information available to you to ensure that your decision is the best you can make, given what you know at the time. It is helpful to compare your short-list options to the following detailed criteria.


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About Wayne Lynn

Wayne Lynn is an advocate of the adage that "you can't manage what you can't measure".  Combining his considerable strengths in leadership, economics, and strategy with broad experience in both public and private companies, he brings focus and discipline to the task of creating and sustaining success in today's chaotic environment.

Wayne has managed businesses ranging in size from $5 million to $500million in annual sales.  He has guided those organizations through a number of diverse market sectors including magazines, catalogs, inserts, direct mail, and general commercial printing.

A student as well as a practitioner of the fine art of business, Wayne's latest focus is on helping business leaders make their companies more viable economically, more relevant in the market place, more adaptive to constant change, and more durable in the long haul.  It's about people, what they know, and how well they execute on what they know.

Wayne can be reached at 704-516-7787 or at [email protected].

Recent Articles from Wayne Lynn

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Changes in the Way We Sell Are Needed

Changes in buyer behavior, driven by technology and business necessity, plus smarter ways to find and hire salespeople are creating opportunities disguised as dilemmas. Wayne Lynn explains how creative rethinking of how we go to market is needed. Read More

Changing How You Manage Sales to Ensure Growth

Changing How You Manage Sales to Ensure Growth

How do we get salespeople focused on developing new business relationships with new customers? Answer: make it their one and only job. Wayne Lynn discusses how to think creatively about redesigning the sales function in an effort to build the ability to grow at rates of 10% or more. Read More

Double-Digit Growth

Double-Digit Growth

First, we pushed the constraint keeping a company from growing out the front door and into the market, the domain of our sales departments. This article will explore how lack of a true priority on customer creation may be the real issue. It might not be as much of a talent issue or lack of motivation as most of us think but, instead, a leadership issue where the true priorities that create growth are not managed. Read More

The Biggest Constraint of All

The Biggest Constraint of All

Outside of competent people, the biggest constraint on the long-term success of your business is the lifetime value of the commercial relationships contained in your customer base. In the article, Wayne Lynn explores how to drive growth when the only constraint you have left is found in the sales department. Read More

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Six Keys to Better Leadership Performance

Wayne Lynn looks at The Six Leadership Actions, which derive from a philosophy that the key to improvement in a business usually comes from the efforts of leadership to drive fear out of the organization, as fear inhibits open, honest, and willing feedback about what the real problems are that are holding a company back from success. Read More