Decision-making in a project is the process in which one clearly designated person has the mandate to approve key steps, thereby avoiding confusion, delays, and duplicate communication.
If everyone decides — no one decides. Learn how to establish a clear communication flow and speed up every project without stress and duplicate emails.
In brief:
- Every project must have one person who makes the final decisions
- An unclear decision-making flow leads to delays, duplicate emails, and frustration
- Clients should determine who has the mandate for approvals, and contractors should confirm this at the start
- Documented communication reduces the risk of misunderstandings
- Clearly defined roles speed up the project and build trust between parties
When everyone decides — no one actually decides
This article is part of the "FIT Analysis in 10 Steps" series, which helps both entrepreneurs and clients better understand how healthy business collaboration is built. The goal isn't to call anyone out — but to show how clear communication, realistic expectations, and respecting the process lead to mutual success.
📖 Original article:How to Recognize Your Ideal Client — Before They Eat Up Your Nerves and Weekend
What does "who makes the decisions" mean
The biggest source of misunderstanding in any business isn't the price, but — unclear who decides. If every decision has to go through a "family council," working group, or a group chat of five people — prepare for endless rounds of emails.
For clients:
Having a designated decision-maker doesn't mean ignoring the team — it means respecting everyone's time. A clear decision-making flow speeds up the project, reduces errors, and maintains professionalism.
For contractors:
If you're not sure who decides, you don't have a real counterpart. Your job isn't to convince a group, but to align the vision with the person who has the mandate to say "yes."
What it looks like when it works
Client: "The main contact person is Milica, she makes decisions on our behalf." Contractor: "Great. I'll send all materials to her, and when it's ready, we move forward."
Result: less confusion, faster process, more trust.
Example: In construction, it's usually the property owner. In a company — the director, project manager, or marketing lead. If communication is clear, there's no "a colleague said to change all the colors on Monday evening."
What it looks like when it doesn't work
- Every email has three people in CC and each has a different opinion.
- Decisions get sent back "for review" every five days — a classic project bottleneck.
- The project is late, and nobody is "to blame."
- More time is spent on diplomacy than on actual work.
Classic: "We all agreed... except the one who decides."
A scene from real life:
You send a design. The response comes: "Everyone likes it, just need to ask the director's wife." Three days later — "Green after all. She loves nature."
And an even better one: "We agreed on everything, but let's also hear from the colleague who's on vacation."
Golden rule: When a third person shows up in CC, it's time to open a spreadsheet and start tracking project survival statistics.
How to set up a healthy framework
For clients:
- Designate a person who has the mandate to approve and sign off.
- All team input should go through them — it reduces noise and speeds up the project flow.
- Respect agreed deadlines and avoid "last-minute changes."
For contractors:
- At the start of the project, clearly ask: "Who approves the final version?"
- Communicate all changes in a documented manner (email or CRM).
- If multiple stakeholders are involved, keep notes and confirm decisions in writing.
Frequently Asked Questions (FAQ)
Why is it important to have one decision-maker in a project?
When there is one clearly defined decision-maker, the project moves faster because there's no waiting for consensus from multiple parties. This reduces the number of unnecessary emails, eliminates duplicate feedback, and ensures that agreed deadlines are respected.
What if the client has a team and everyone wants to participate in decision-making?
The team can provide input and opinions, but it's crucial that one person is responsible for final approval. All suggestions should go through that person, who filters them and makes the ultimate decision. This way, the team's contribution is respected, but chaos is avoided.
How to define who makes decisions at the start of a project?
The best approach is for the contractor to directly ask at the first meeting: "Who approves the final version?" This should be documented in the contract or initial brief. Clarity at the start prevents problems during execution.
What to do when a new person appears who wants to change what was agreed?
In that case, refer to the previous agreement and direct the new person to the designated decision-maker. If requirements change outside the agreed scope, this should be treated as an additional request with a new deadline and potential costs.
Can a lack of clear decision-making completely ruin a project?
Absolutely. An unclear decision-making flow is one of the most common reasons why projects are delayed, go over budget, or are completely halted. When no one takes responsibility for decisions, the project falls into a cycle of endless revisions.
How should a contractor respond when the client constantly changes the contact person?
The contractor should document every change and request written confirmation from the new contact person. It's also useful to create a brief summary of previous decisions and ask for confirmation that they still stand. If the person changes too frequently, that's a signal for a serious conversation about project organization.
Conclusion
A good project doesn't depend on the number of people on the team — but on the clarity of decision-making. When you know who has the last word, everything flows faster, without resentment and with more professional respect.
🔗 This is part of the "FIT Analysis in 10 Steps" series. 👈 Previous article: Does the Client Have Clear Goals? 👉 Next article: Do They Respect Your Process and Expertise?