The Satisficer’s Mindset

Do you ever notice how some leaders seem to get more done with less stress? Their secret might be simpler than you think.

They're satisficers, not maximizers.

What's a Satisficer?

The term "satisficer" was coined by Herbert A. Simon (American economist, political scientist, cognitive psychologist).

In the 1950s, he introduced this blend of "satisfy" and "suffice" to describe a decision-making strategy that aims for a satisfactory result rather than the “perfect” one.

A satisficer looks for solutions that are "good enough" rather than perfect. Think of it like buying a new phone. A satisficer picks the first one that meets their needs. A maximizer researches every model, reads countless reviews, and still worries they made the wrong choice.

Which approach sounds more productive?

Why Satisficing Matters in Delegation

Many leaders struggle with delegation because they're stuck in the maximizer mindset. They believe every task needs to be done perfectly, exactly their way.

This perfectionism comes at a cost:

• Wasted time and energy
• Stressed-out team members
• Missed opportunities
• Decision paralysis
• Lack of leverage

How to Think Like a Satisficer

Becoming a satisficer isn't a switch you can flip. It's a gradual shift in how you approach decisions and delegate work. Let's break down this transformation into manageable steps.

Step 1: Reset Your Mental Triggers

Start by catching yourself in maximizer moments. Watch for these warning signs:

• Repeatedly reviewing completed work
• Feeling anxious about delegating
• Making multiple small revisions
• Struggling to hit "send" or "submit"

When you notice these behaviors, pause. Ask yourself: "What's the worst that could happen if this isn't perfect?"

Step 2: Create Clear “Good Enough” Criteria

Before each project:

1. Think about (or write down) the absolute must-haves
2. Separate "nice-to-haves" from “good enough”

This will help you focus on practical solutions and avoid getting bogged down in unnecessary details.

Example for a client proposal:

• Must-have: Core solution, pricing, timeline
• Nice-to-have: Fancy graphics, extensive case studies

Step 3: Build Decision Rules

Develop simple rules to guide quick decisions:

• If it meets 80% of requirements, move forward
• Set time limits for review (30 minutes max)
• Allow only one revision round
• Define clear deal-breakers upfront

Give yourself a reasonable amount of time. Use time limits, rounds of revisions, or requirements (whatever works best for you), and stick to it.

This reduces the risk of overanalyzing and promotes quicker, more confident choices.

Step 4: Practice Quick Decisions

Start with low-stakes situations:

• Choose lunch spots in under 2 minutes
• Pick meeting times without checking every calendar slot
• Select project tools based on core needs only

Gradually apply this to bigger decisions.

Measuring Progress

You can't improve what you don't measure. While satisficing might seem like a purely qualitative skill, these key indicators help you track your transformation and identify areas for growth. Track these indicators:

1. Decision speed
2. Number of revision rounds
3. Team confidence in making choices
4. Project completion rate
5. Your stress levels
6. Your ability to gain leverage

Conclusion

Don’t lower standards. Match your effort to the task's importance.

Start today by picking one area to practice satisficing. Notice how it feels, what you learn, and where you can push further.

The best leaders aren't perfectionists. They're pragmatists who know how to match their standards to the situation.