Analysis paralysis isn’t a saying just because it rhymes—having too many options can shut down your brain and make it impossible to decide on anything, whether you’re choosing a cereal brand or a new apartment.

That’s where a decision matrix comes in handy. It’s a decision-making framework that turns big, qualitative questions (which job offer should I take?) into quantitative data (for me, Job A ranks higher than Job B). Here’s how to get started:

1. List all your options in this decision. While this may feel obvious, we mean it: Write all your options.

• Say you’re deciding between staying at your existing job and accepting a new job offer. The obvious options to list are the position you’re currently in and the new offer, but what about taking time off? Moving back in with the parents?
• Hey, we didn’t say they had to be attractive options, but adding alternatives can help provide a baseline to your analysis.

2. List your 3 to 5 most important values related to this decision.

• Using the same example from above, your values could be money, work-life balance, leadership opportunities, and the quality of your manager.

3. Rate each of your options from 1 to 5 across each value.

• For example, if you’re looking at a fancy new job with high pay but long hours, you could rank the option a 5 in money but a 2 in work-life balance. And your existing job, which has fine pay but good balance, could get a 3 in each category.

4. Average your 1 through 5 ratings for each option. Which option has the highest average value? Which has the lowest?

• In the example above, the fancy job would get a 3.5 average, while your current job would get a 3.

The highest-ranking option isn’t your guaranteed choice, but it’s a significant piece of the puzzle. Your decision matrix will help quantitatively illustrate how you’re feeling about your options—and let you leave the analysis paralysis for where to go for celebratory drinks.—KL

Dive deeper: Ready to get one step fancier? Try out more bells and whistles with Morning Brew Learning’s free decision matrix template here.

The ongoing Florida feud between Disney and Gov. Ron DeSantis is getting dicier than making direct eye contact with a Country Bears animatronic. Last week, the Walt Disney Company sued DeSantis, claiming he retaliated against the co for exercising its free speech rights, after a long legal back-and-forth. And this week, the gov-appointed board voted to countersue.

• The stakes are high given Disney is the state’s largest taxpayer, providing over $1b in state and local taxes last year.
• This is a long escalation stemming from Florida’s “Don’t Say Gay” bill, and neither side is backing down.

Disney vs. DeSantis isn’t a first—powerful rivalries are as old as Yzma and that emperor she turned into a llama. And despite some competitions going too far, here are three reasons why a company nemesis can actually be a good thing:

It motivates your team. Seeing your enemy succeeding can get your team riled up like the stadium vibes at a high school state championship. Diverting that energy into getting sh*t done can have a powerful effect on your biz.

It gives you a benchmark. Especially with closer competitors, their success can act as a comparison for your team’s over- or underperformance.

It can inspire innovation. “They did what?!” Keeping an eye out for your rival’s big strategic moves can encourage your org to take bigger risks, think outside the box, and plan next steps.

A word of warning—going too hard on the rivalry can turn some motivational competition into a scene from Avengers: Endgame. We suggest finding a low-stakes nemesis and doing some light smack talking on Slack, but pulling back if the “Defeat the Huns” chant gets too loud.

Whether you majored in math, biology, or medieval literature, we’re willing to bet none of those classes taught you how to build a deck the morning before a client pitch.

• Or how to write an email that people actually read.
• Or how to snitch to your boss without your coworkers icing you out of the weekly Sweetgreen run.

In the Brew’s Business Essentials Accelerator, you’ll get the keys to the business castle in just four weeks. Learn how to communicate like a boss, operate like the CFO, and innovate like the Taco Bell menu developers.

The course starts in a few weeks, and you don’t want to miss out.

Apply today—it only takes five minutes, so you can send it over between bites of your Crunchwrap Supreme.

Startup founders are the A-list celebs of the business world. And like any big shots, some take the role of beloved household names like Tom Hanks, and others end up like, well, Chet Hanks.

Here are our favorite books about founders on both sides of the biz coin.

Work culture

Creativity, Inc. by Ed Catmull and Amy Wallace jumps into how Pixar developed a creative culture so sustainable that it fostered an entire DVD shelf’s worth of classics. Plus, stick around for the OG plot points for movies like Finding Nemo.

Super Pumped by Mike Isaac is a deep dive into why “calling an Uber” became as ubiquitous as googling something. (Spoiler: a toxic workplace and sketchy practices.)

Doing ‘good’

Bad Blood by John Carreyou covers the story of how wanting to cure all health ailments with a drop of blood actually is too good to be true. This is the book that jump-started the downfall of Elizabeth Holmes of Theranos infamy.

And if you’d rather learn about founders behaving for the good of humanity…try Let My People Go Surfing by Yvon Chouinard—the founder of Patagonia who recently donated his whole company to the literal planet.

Faking it till you make it

Shoe Dog by Phil Knight shows you how Nike became a global sneaker powerhouse, often through pure determination and a few white lies.

Billion Dollar Loser by Reeves Wiedeman highlights how, despite all of Adam Neumann’s best efforts with WeWork, tequila and bare feet do not a tech company make.

Career Advice is where we ask industry experts about the best tactics that have helped them level up.

Drew Rauso lives in NYC, where he’s the director of content and programming strategy at Exos, as well as a member of the Alumni of Learning Brew Advisory Board. Here’s the best career advice he’s ever gotten:

“There are no new ideas! Early in my career as a creative strategist, good ideas were the currency. Unfortunately, I’ve learned that most ideas have already been thought up. What’s more important is how ideas are handled at your organization.

To be an impactful thinker, consider things like:

• How do ideas get shared?
• How can I reframe my thinking to increase buy-in?
• Has something similar been tried before? Why did it succeed or fail? What could be improved?

The same goes for when you’re on the receiving end: Don’t say no to an idea because it doesn’t make sense right off the bat. Instead, ask: ‘How can we make this work for us?’

Being curious instead of judgmental will make you a more creative and inclusive team member. Happy ideating!”