In boardrooms and leadership teams, decisions are often framed as exercises in prediction. Forecasts are debated. Scenarios are refined. Models are stress-tested. The implicit belief is simple: if we analyse the future thoroughly enough, the right decision will reveal itself.

That belief is comforting. It is also misleading. No amount of data, dashboards, or expert reports can fully remove that uncertainty. What leaders control is not the outcome — but the quality of the commitment they make in the face of the unknown.

In that sense, every decision is a bet.

Noise causes hidden variability in boardroom decisions. Learn how to reduce inconsistency, improve governance, and strengthen strategic judgement.

What do seasoned CEOs and world-class poker players have in common? Both operate under pressure, with incomplete information and high stakes. Both know that their biggest risk is not the cards they’re dealt or the market they face — but themselves.

At WideLens, we see this play out in boardrooms every day. Great leaders aren’t defined by flawless foresight. They are defined by how they manage uncertainty, discipline, and their own biases. Three lessons — drawn from both poker tables and boardroom trenches — can sharpen decision-making and protect leaders from their own blind spots.