Decisions Are Swinging Doors...Know Which Ones to Lock

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Type Two decisions are reversible “swinging doors” that allow testing, learning, and pivoting.
Type One decisions are locked doors that permanently shift your business trajectory and require rigor.
Knowing which decisions to lock and which to keep open prevents paralysis and chaos.

I’ve always been fascinated by the way Jeff Bezos breaks down decision-making. Back in his early shareholder letters, he talked about two kinds of decisions—what he called Type One and Type Two decisions. It’s a concept that’s stuck with me because it simplifies one of the most complex parts of leadership: knowing when to commit, and when to keep the door open.

Imagine those old Western saloons with their swinging doors—pushed one way, then back the other. That’s how many decisions in business should be. You make the choice based on the best information you have, then you watch, learn, adjust, and swing back if needed. These Type Two decisions aren’t catastrophic. They’re reversible. You try, you test, you pivot—and nobody’s world falls apart if the result isn’t perfect.

But then there are Type One decisions—the locked doors. The ones you push open and there’s no going back. You commit fully, and the trajectory of your business shifts in a way that’s nearly impossible to reverse without enormous cost. These decisions anchor your future success—or failure.

Too many leaders treat every decision like a Type One. They freeze, overanalyze, and hold the door wide open in fear of choosing wrong. That’s paralysis disguised as caution. And it kills momentum.

On the flip side, some leaders treat all decisions like swinging doors—flip-flopping on strategy and losing credibility and focus. That’s chaos disguised as agility. And it kills trust.

The real power comes when you know which doors to lock, and which to keep swinging freely.

If you’re launching a new marketing campaign, hiring a new team member, or testing a product feature, those are Type Two decisions. Make them fast, get feedback, iterate, and improve. You’re gathering intel, learning, and building the future piece by piece.

But if you’re deciding to enter a new market, acquire a company, or change the fundamental business model—those are Type One doors. You need clarity, rigor, and alignment before you push them open. Because the consequences are real and long-lasting.

I tell my team all the time: don’t anchor your entire future on a decision you can’t reverse. And don’t treat every decision like a temporary test. Both extremes will hold you back.

In today’s world, the pace of change demands we get good at this. We need the confidence to swing open the doors where we can learn and adapt quickly. And the discipline to lock down the doors that truly shape our destiny.

When you get this right, you’re not just making decisions—you’re architecting your business’s future with precision.

So here’s my challenge for you: take stock of the decisions you’re wrestling with right now. Which ones are swinging doors? Which ones are locked doors? Do you have clarity on the impact and reversibility of each? If not, that’s your first step.

Mastering the doorways of decision-making isn’t a one-time thing. It’s a muscle you build over time by observing, reflecting, and communicating.

Decisions don’t have to be terrifying. They just have to be intentional.

Push open the right doors. Lock the right doors. And keep your business moving forward.