Decision-Making Under Pressure at the Ryder Cup and in the C-Suite

In late September, 24 of the world’s best golfers will gather outside Rome for the most nerve-wracking competition in the game. Even seasoned Tour pros say there’s nothing like the cauldron of the Ryder Cup, a biennial team event, played for pride and country, in front of large and raucous crowds in a setting that’s been likened to a gladiatorial arena.

Pulses pound. Stress levels soar. Under suffocating pressure, some players find it difficult to draw the club back, much less plot a path around a hazard-laden course. No one performs well without proper preparation.

Today’s busines leaders can surely relate.

In an increasingly volatile world, pressure, like uncertainty, is on the rise. Shifting priorities and ever-expanding decision remits have expanded executive responsibilities, and placed C-suite decision makers under unprecedented strain that can lead to decision fatigue.

In a 2022 survey by Aon, CEOs reported feeling exposed to an array of issues ranging from inflation and supply-chain disruptions to employee turnover and climate instability.

All too often, the urgency of these situations leads to defensive, short-sighted decision-making, based on incomplete information and lacking in long-term vision. Sustainable solutions require something more.

"In today’s business environment it’s clear that every decision matters more than ever,” says Greg Case, CEO of Aon.

Like successful Ryder Cuppers, business leaders recognize the scale of the challenges they face. But they don’t shrink from them. They rise to them, summoning their best when it matters most. 

Rather than play defense, they switch to offense, making confident decisions in real time under pressure. They do so by drawing on their expertise and instincts but also on the talents and advice of those around them. They are team players, sharing information and insights in pursuit of a common goal.

“You have to tailor your approach to support your colleagues in the best possible way to drive strategy going forward,” Case says.

Successful leaders are adaptive. But they’re also proactive, whether they’re working to improve workplace wellbeing or addressing the challenges of climate change, two of the fastest-growing strategic business priorities.

“Climate challenges are not a possibility,” Case says. “They’re here and now.”

Aon helps clients navigate these priorities and make better decisions—from advice on how to protect your business and strategize for growth, to managing emerging climate challenges, to helping companies make better employee wellbeing a core value.

At the Ryder Cup, the team that earns the most points wins. But the final score is not the only measure of success in the event.

In Rome this year, Aon will be presenting the Nicklaus-Jacklin Award. Named for Jack Nicklaus and Tony Jacklin, two icons of the game who shared a famous moment of good sportsmanship at the 1969 Ryder Cup, the award will go to the player who best embodies the spirit of the event by making better decisions on and off the course. The player, that is, who sees the bigger picture.

That’s how executives can win under pressure, too: by gathering the best possible information, stepping back to gain the best possible perspective, and then moving forward with the best possible decision. It’s a strategy that works in any arena.

“It really is about taking initiative, creating conditions that help your organization make the transition from defense to offense and driving better outcomes for your clients,” says Case.