We contend that managers make better decisions when they are better able to tap into their vast storehouses of knowledge than their peers can. More specifically, we contend that accessing their tacit knowledge has the most noticeable and positive impact on their decision quality. Furthermore, techniques for better accessing knowledge can be learned. Here, we suggest the use of several techniques for managers to use in improving their ability to access their knowledge in the context of making strategic decisions. The avenues of access will aid managers in applying their knowledge in a conscious and proactive manner that may have heretofore been overlooked. The practical application of our suggestions involves strategic decisions by organisational leaders in both the individual as well as the top management team environment. (Contains 1 figure.)