In the 1950s, Ben Prober, a shoe salesman turned successful entrepreneur, quietly revolutionised customer experience in his chain of women’s shoe stores. His secret wasn’t cheaper prices, better designs, or luxurious stores it was a simple principle: “two, not three.” When a customer asked to see more than two pairs of shoes, Ben would politely ask, “Which one should I take away?” By limiting the options visible to his customers, he made it easier for them to decide. His approach wasn’t just about selling shoes; it tapped into a fundamental truth about human psychology: **more can sometimes be less**.
Choice Paralysis - A common phenomenon:
Think about the last time you visited a restaurant with an exhaustive menu. Did you take longer to decide? Contrast that with a small, curated menu where each dish feels like a specialty. Fewer choices don’t just save time they elevate the perceived quality.
Applying “Two, Not Three” to Leadership Decision Making:
Tough decisions are never a simple process, and for leaders, they are part of the job description. We are often faced with numerous options but all backed by the fear of erring. This can be counteracted by breaking decisions into smaller, manageable steps. Encouraging feedback, establishing a timeline, and prioritizing urgent matters streamline the decision-making process.