Courage or Comfort - You Do Not Get Both in Business Decision-Making
There’s a well-known line from Brené Brown that captures a key tension in business:
“You can choose courage, or you can choose comfort, but you cannot choose both.”
For business leaders, this isn’t theoretical; it shows up in real decisions every day.
The Reality of Decision-Making Right Now
Many businesses are operating in conditions that feel less predictable than usual.
- Costs are shifting
- Margins are under pressure
- Demand can be uneven
- Planning feels less certain
In that environment, it’s natural to lean toward what feels safe.
What “Comfort” Looks Like in Business
Comfort doesn’t always look like inaction. Often, it looks like familiarity.
For example:
- Continuing with underperforming service lines because “we’ve always done it”
- Avoiding investment in systems or technology
- Holding onto low-margin customers to maintain revenue
- Delaying pricing decisions
These choices reduce short-term discomfort. But they can quietly limit long-term performance.
Where Courage Comes In
Courage in business is rarely dramatic.
It usually shows up in deliberate, sometimes uncomfortable decisions such as:
- Exiting unprofitable work
- Increasing prices where value is clear
- Investing in capability ahead of immediate need
- Focusing on a narrower, higher-value customer base
These decisions can feel risky. But they are often what create momentum.
The Trade-Off Is Real
The key point in the quote is that you don’t get both. You can’t:
- Improve margins without changing pricing or customer mix
- Create capacity without letting go of lower-value work
- Grow strategically while staying entirely within your comfort zone
At some point, a decision requires a level of discomfort.
A More Structured Way to Approach Decisions
Courage doesn’t mean taking unnecessary risks. It means making informed decisions with a clear understanding of the trade-offs. A practical approach:
1. Start with the numbers
Understand profitability by customer, service or segment.
2. Identify what’s actually driving performance
Not assumptions. Evidence.
3. Model the impact of change
What happens if you adjust pricing, reduce certain work, or invest?
4. Separate discomfort from risk
Some decisions feel uncomfortable but are commercially sound.
A Simple Test
When faced with a decision, ask:
“Am I choosing this because it’s the best option, or because it’s the most comfortable?”
That question alone can shift perspective.
In uncertain conditions, it’s reasonable to be cautious, but sustained progress usually requires moments of courage. The goal isn’t to avoid discomfort; it’s to make sure it leads somewhere useful.
Need help analysing the financial impact of key business decisions? Get in touch with Alliott NZ Chartered Accountants in Newmarket Auckland on 09 520 9200.
