Reaction-to-Response Decision Rule
Separate immediate emotion from facts before making consequential decisions.
- Difficulty
- Easy
- Time to result
- ~days to results
- Steps
- 4
- Confidence
- 87%
When pressure is high, first recognize that the impulse to speak may be a reaction rather than a considered response. Capture what happened, but separate observable facts from interpretations, frustration, or enthusiasm. Then ask what decision follows from the facts and whether the message helps others understand that reasoning. A response does not erase emotion; it places emotion beside evidence instead of allowing it to substitute for evidence. If the distinction is still unclear, wait before publishing or making a difficult decision. This simple sequence improves leadership communication because it converts raw experience into a factual account, an explicit rationale, and an intentional next action. It is especially useful for founders whose real-time commentary can influence employees, customers, or public perception.
Origin
Extracted from The Jasmine Star Show after Jasmine reviewed a hurried video diary and distinguished her in-the-moment reaction from the response she wished she had communicated.
Core principles
- 01Speed increases the risk of communicating an unprocessed reaction.
- 02Facts are more useful for decisions than unsupported opinions.
- 03A response can acknowledge emotion without allowing emotion to control the conclusion.
- 04Educational communication should distinguish observations from interpretations.
How to run it
- 1
Name the reaction
Acknowledge that the first interpretation was produced under speed, stress, disappointment, or excitement. Preserve it as raw information rather than treating it as the final message.
Pro tip Use private notes or a draft recording to capture the moment without publishing it.
Watch out An emotionally sincere statement can still be incomplete or unfair.
- 2
Extract the facts
List only what was directly observed, measured, said, or decided. Remove assumptions about motives and unsupported judgments.
Pro tip Ask whether a neutral observer could verify each statement.
Watch out Strong confidence does not turn an opinion into a fact.
- 3
Choose from evidence
Determine what action or conclusion the facts support. Explain the connection between the evidence and the decision.
Pro tip State what new information would cause the decision to change.
Watch out Do not retrofit facts merely to justify an emotionally preferred outcome.
- 4
Communicate the response
Rewrite or rerecord the message with clear facts, measured interpretation, and the resulting action. Publish only when it represents the considered position you intend to stand behind.
Pro tip If possible, review the response after a short pause before sending it.
Watch out Public immediacy is rarely worth avoidable damage to trust.
In the wild
After recording an opinion-heavy update about sales candidates, Jasmine reviewed it and recognized that it reflected her immediate reaction. She then focused the educational takeaway on the available facts and the hiring decisions those facts supported.
→ The update became a lesson about evidence-based decisions rather than an unfiltered judgment of candidates.
A founder learns that onboarding documentation will not be ready for a planned launch. Instead of blaming the team or forcing the deadline, the founder lists the missing systems, calculates the impact, and communicates a revised launch decision.
→ The team receives a defensible plan rather than an emotional escalation.
Common mistakes
Publishing at peak emotion
Recording or posting immediately can turn a temporary state into a permanent representation of the leader's judgment.
Presenting opinions as evidence
A confident personal interpretation can distract from the measurable facts needed to make the lesson transferable.
Removing all emotion
The goal is not sterile communication; it is to place emotion in context so it does not control the decision.
Is it for you?
Best for
Founders and managers communicating during fast-moving, emotionally charged situations.
Not ideal for
True emergencies that require immediate action before extended reflection is possible.
From the transcript
“When I am going too fast, I share reactions and what I need to do is share a response.”
“My opinion matters less than dealing with the facts.”
“What I want to do is I wanted to use this to show a series of facts and the decisions we made on those facts.”
From the episode
The Truth About Building a Sales Team: A Behind the Scenes Look