1. Leadership rarely fails because of knowledge, but because of courage
In almost every leadership workshop I run, the topic of decision-making comes up. What’s striking: failure rarely stems from a lack of knowledge. Usually, enough information is already on the table.
The real challenge is something else: the courage to make a clear decision and to take responsibility for it.
2. The paralyzing effect of indecision
We all know situations where a decision drags on for weeks or months:
-
Teams keep working half-heartedly because they don’t know which direction to take.
-
Resources remain tied up, even though it’s obvious the old solution won’t work.
-
Morale drops, because uncertainty grows larger than any actual risk.
A bad decision can be corrected. No decision paralyzes.
3. Why leaders hesitate
In my work, I see three common reasons:
-
Fear of mistakes: “What if it’s the wrong call?”
-
Perfectionism: “I’ll wait until I have all the information.”
-
Avoiding responsibility: “Maybe the problem will resolve itself—or someone else will decide.”
The result is always the same: time passes, opportunities vanish, and teams lose trust.
4. The “Bike Shedding” effect
A vivid example of this is Bike Shedding. The term, coined by British author C. Northcote Parkinson, describes how organizations often spend the most time on the least important topics.
Why? Because everyone can join in.
-
Few can debate the construction of a nuclear power plant.
-
Everyone can weigh in on the color of a bike shed.
The result: trivialities get disproportionate attention, while crucial issues are postponed.
I’ve seen this firsthand in a corporate setting: A billion-euro investment in a distant market was on the board’s agenda. Few felt confident enough to speak to it, so it was pushed back. Instead, endless time was spent discussing new executive office furniture and interior design.
By the time the investment came up, hardly any time was left.
5. Deciding despite uncertainty
The truth is: leaders almost never decide with 100% certainty. Often 20–30% of the information is missing.
The skill lies in acting despite this uncertainty. A helpful rule of thumb: Better 80% clarity now than 100% certainty never.
6. Practical approaches
-
Timeboxing: Set a deadline. “By Friday I’ll decide - whether or not I have all the info.”
-
Decision criteria: Define in advance which factors matter most (e.g. customer benefit, feasibility, cost). This reduces pure gut-decision risk.
-
Communication: Be transparent about the uncertainty. “We’re deciding based on the best information available—adjustments are possible.” Teams respect honesty more than endless stalling.
7. My recommandation
-
Which decision in your world is being delayed too long?
-
Where do you keep postponing complex issues—while losing yourselves in bike-shed debates?
-
What energy would be freed if clarity finally arrived?
Leadership doesn’t mean always making the right decision. Leadership means making decisions professionally based on sound criteria, best available knowledge, and in a timely manner and then standing behind them with courage.
