How many decisions do you have waiting right now for «a bit more information»?
Be honest with the list. Some genuinely need it. But others have been ripe for weeks, and what they're waiting for isn't data: it's for deciding to stop being scary. And that's not going to happen.
The competency is simple to state and hard to live: deciding on time and moving forward in uncertainty. On time is the key phrase. A right decision taken late can become a wrong decision. The market, the team and the problems keep moving while you wait for the complete picture. The complete picture doesn't exist: by the time you have it, it belongs to a different situation.
What covers this competency, especially in certain leadership cultures, is compliance: the tendency to wait for consensus, permission or cover before moving. The fear of standing out, of being wrong out loud, of the decision carrying your name. It dresses up as prudence and rigour («let's keep analysing»), but its real function is spreading the responsibility until it belongs to no one.
The cost is double. Outside: opportunities that expire, teams blocked waiting for your green light, small problems growing while they're being studied. Inside: the erosion of your authority, because a team forgives a wrong decision far sooner than an eternally pending one.
Your exception exists. Remember a decision you made with sixty percent of the information, owning it out loud, that worked. And if it didn't work, remember what actually happened: you corrected fast and the world didn't end. That's the muscle.
The small experiment: pick one pending decision from your list, one of the ripe ones. Give it a date this week, decide it with what you know, and communicate it with this structure: «I've decided X. I may be wrong; if in N weeks we see Y, we correct.» Decision, humility and a correction mechanism in three sentences. That is deciding like an adult. And like a good leader.
When this competency grows, your organisation gains clock speed: everything moves at the pace of the one who decides. And your people learn, watching you, that being wrong and correcting beats being right too late.
I decide, and I answer for it. There is no sentence more uncomfortable, or more liberating, about the seat you occupy.