Supporting leaders to make clear, responsible decisions when certainty is low, trade-offs are real, and accountability cannot be delegated.
Working with leaders who carry increasing consequence, visibility, and moral weight — often with fewer places to think clearly as they become more senior.
Examining how governance, process, and risk frameworks either support or quietly narrow good judgement at the top of organisations.
Addressing the downstream impact of unclear decisions on trust, energy, and engagement across teams and organisations.
I work with senior leaders, CEOs, and boards at moments when leadership becomes heavier than it should be.
Often, performance isn’t the issue.
Judgement is.
As complexity increases, decisions carry greater consequence, certainty reduces, and the space to think narrows rather than expands. Even highly capable leaders can find themselves carrying more responsibility with fewer places to think clearly.
My work is a confidential thinking partnership focused on strengthening human judgement under pressure — particularly where data is incomplete, trade-offs are real, and responsibility cannot be delegated.
This is not traditional consulting or coaching.
There are no programmes to roll out and no frameworks to impose.
The work is quiet, senior, and discreet — grounded in the real decisions leaders are carrying, and the conditions in which those decisions are being made.
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