Summary of “Leaders, Stop Avoiding Hard Decisions”

In an effort not to upset others or lose status in the eyes of their followers, they concoct sophisticated justifications for putting off difficult decisions, and the delay often does far more damage than whatever fallout they were trying to avoid.
Hard decisions often get more complicated when they’re deferred.
As a leader gets more senior, the need to make hard calls only intensifies.
In our ten-year longitudinal study of more than 2,700 leaders, 57% percent of newly appointed executives said that decisions were more complicated and difficult than they expected.
In my 30 years working with executives, I’ve heard leaders commonly use three rationalizations for putting off difficult decisions.
Under the guise of fairness, leaders often avoid hard decisions that would separate out stronger performers from average performers, and, even more painfully, they fail to remove poor performers.
Rather than picking the two best presenters on your team to do most of the talking during your company’s next all-hands meeting, it might seem more “Fair” to share that high-visibility task among your entire team – essentially avoiding the decision.
Sometimes hard decisions are unfair to some but people need to know you are equitable in how you make them.

The orginal article.