Habitual indecision can kill the indecisive person as well as the program that is being affected by an indecisive manager.
Habitual indecision is a difficult challenge to overcome, yet it can be done. Unfortunately it feeds on itself and can become far more detrimental than may be realized.
How is that? Because of the inner stress it creates in the very person who is indecisive:
- Indecision is a decision to let things remain as they are.
- There is almost always an inner knowledge that the person didn't really do what SHOULD have been made; i.e., make a decision and move on.
- The longer the person has been indecisive, the harder it is to made a decision. Weakness leads to weakness.
Deciding to "do nothing" about a situation that one knows really NEEDS a decision seldom eases it although one may think otherwise. Instead it puts subtle internal pressures on the body and mind. Unfortunately, it also puts great stress on those being managed.
Decisive managers are willing to take risks with assignments of tasks, to allow an employee or volunteer staffer to make a mistake on a project or assignment, and to learn in the process. Indecisive managers characteristically put off a decision on an issue because they are afraid they may make a mistake. One study indicated that 95% of what decision makers "fear" never occurs, so the odds appear strongly in favor of those who move beyond such fears.
The risk of decision making is a part of managing. Decision creates an opportunity for something to happen. The act of making the decision opens the way for something new to occur; for a program to move, change or do something that overcomes a problem.
Making decisions when they need be made allows life to move on, and the body to become healthier as the "dross" of indecision falls away. It can literally be transforming when it releases latent capabilities that have otherwise been held back. Making a difficult decision, and implementing it, can be one of the most rewarding experiences of your life.