No time for decisions

Many managers and leaders feel insecure, and at times, scared, when it comes to making decisions.

Even though they are in their position for this very reason–to make decisions–leaders often experience discomfort and anxiety, as decision-making involves loosening of control, potential mistakes, and ambiguity.

The fear of consequences results in a behavior of refusal:

“I refuse to even listen to you because you might want to demand more of my time."

"Your new ideas might increase uncertainty."

"Your ideas for higher efficiency might require that I align with other departments.”

Here are three common decision-avoidance tactics that I see repeatedly practiced by managers:

1. The non-decision: Do nothing. Just wait and preserve the status quo. Typical statement: “I am too busy [to make a decision].” Note that making NO decision is also a decision.
2. The “pro-forma decision”: Decide something, leave it unclear and do not take care of its execution. The manager’s hope: People will see my good intentions; however, the failing execution is not my fault.
3. The forever-postponed decision: This is the favorite tactic of many. Ask your controller or other people to gather more data, get more information, and prepare another detailed PowerPoint presentation. Advanced tactics: hire expensive external consultants to do more analysis. This gives your delaying tactics even more credibility.

The culture of indecisiveness is a significant root cause of organizations’ underperformance.

As a leader, do not tolerate this behavior by yourself or your managers. Ask for all decisions to be made: “Will I be in a better position by postponing this?” If the answer is “no” (what it will be in most cases), then go and MAKE THAT DECISION NOW.

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