Norton: The pitfalls of postponing decisions
Is it just me, or does it seem like people and organizations alike are putting off making both minor and major decisions? Even when all of the information has been gathered, they still hesitate, kick it down the road for a while, doing nothing. Or they just move slower than a herd of turtles swimming through a sea of peanut butter in making their decisions.
In the fast-paced world we inhabit, decisions are omnipresent. From the mundane choices of what to eat for breakfast to the significant determinations in business and personal life, decisions shape our daily existence. However, there’s a tendency, often subconsciously, to procrastinate in decision-making. Whether it’s due to fear of failure, uncertainty about outcomes, or simply an aversion to commitment, delaying decisions can lead to a myriad of problems, both immediate and long-term.
One of the most apparent consequences of postponing decisions is stagnation. When decisions are put off repeatedly, progress halts, and opportunities slip away. In the business world, delaying decisions on strategic moves or investments can result in missed opportunities for growth or competitive advantage. Similarly, in personal life, delaying decisions about career changes, relationships or personal development goals can lead to missed chances for fulfillment and success.
Problems rarely disappear on their own — instead, they tend to escalate when left unaddressed. This phenomenon applies to decision-making as well. Postponing decisions often allows small issues to snowball into larger, more complex problems. For instance, delaying the resolution of a conflict within a team can lead to resentment and decreased productivity. Similarly, neglecting to address minor maintenance issues in a home can result in significant repair costs down the line.
The weight of pending decisions can contribute significantly to stress and anxiety levels. As decisions linger unresolved, they occupy mental space, causing worry and indecision. This prolonged state of uncertainty can take a toll on mental well-being, leading to increased stress, anxiety and even decision paralysis. The longer a decision is delayed, the greater the mental burden becomes, impacting overall productivity and quality of life.
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We have all probably read or heard the thoughts about having to swallow a frog and doing it first thing in the morning. If we don’t, that frog is only going to get bigger and uglier as the day progresses. It’s the same with decision-making — the longer we hold out, the bigger and uglier that decision becomes.
In professional contexts, consistently delaying decisions can erode trust and credibility. Stakeholders, whether they are employees, clients or investors, expect timely and decisive action from leaders. When decisions are repeatedly postponed, it can convey indecisiveness or a lack of competence, damaging trust and tarnishing reputation. Similarly, in personal relationships, consistently deferring decisions can strain trust and lead to frustration or resentment from those affected by the delay.
Delaying decisions can also strip individuals of their sense of control and autonomy. Rather than actively shaping outcomes, they become passive observers, subject to the whims of circumstances or the decisions of others. This loss of agency can be disempowering and detrimental to both personal and professional growth. Without taking decisive action, individuals may find themselves trapped in undesirable situations or unable to pursue their goals and aspirations.
While it’s natural to hesitate or seek additional information before making important decisions, the costs of prolonged delay can outweigh the benefits. From missed opportunities and escalating problems to increased stress and diminished trust, the consequences of postponing decisions can be far-reaching and profound. To mitigate these risks, it’s essential to cultivate a proactive approach to decision-making, embracing uncertainty and taking calculated risks when necessary. By confronting decisions head-on and taking timely action, individuals and organizations can navigate challenges more effectively and seize opportunities for growth and success. Remember, in the journey of life, indecision is often the heaviest burden to bear.
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As David Sandler said, “A decision not to make a decision is still a decision.”
What are you seeing in your circle of family, friends, coworkers and customers? Are they wrestling with all decisions both big and small? I would love to hear your decision-making story at gotonorton@gmail.com and when we can have the courage to make decisions when we know in our heart and mind that it’s the right thing to do, it really will be a better than good life.
Michael Norton is an author, a personal and professional coach, consultant, trainer, encourager, and motivator of individuals and businesses, working with organizations and associations across multiple industries.
