VIM Executive Recruiting well remembers a business school management professor who proclaimed, “Not making a decision is still a decision.” The class awakened with chuckles and under breath comments. After all, isn’t it the objective of MBA programs to create a bunch of hard-chargers and fast-trackers? Why would anyone consider leaning back, watching the dust clear and remaining silent in the middle of finger-pointing, outrage and cacophony?
If it ain’t broke –
The professor’s quote reminds us of the adage, “If it ain’t broke, don’t fix it.” The two life observations are remarkably related. For we must admit to sitting through innumerable board meetings where the “fist-pounders” demanded change (the sooner, the better) in reaction to some affront or challenge. However, it is also important to point out that this way of dealing with issues is not limited to boardrooms, meeting rooms or the so-called huddle rooms. The “fist pounders” also appear virtually, on social media or other areas of interaction.
We are neither against change nor decision making however, we do agree with the philosophy that an often-calculated response is better than impulsive reaction.
Obviously, if the fire department were to knock on the door and warn us that the neighbor’s house was ablaze, we would make haste; if the head chef at the French bistro serving us anniversary dinner were to suddenly run out of the kitchen and proclaim the Chicken, we were about to eat might have been part of a Salmonella recall, we would throw down our dining utensils and head for fast-food.
However, far too often (most often) change only for the sake of change is practiced within organizations and the result can be catastrophic.
The rapid change stuff is frequently applied to personnel issues where only one side is heard, to reorganizations and frankly, to marketing departments, who despite all market research, apply a “pantser” (flying by the seat of one’s pants) approach.
The results are calamitous
We have witnessed, reaction, first-hand, and the results of bias; where one person or one group is dismissed outright because no one took the time to listen to their concerns or complaints. And, for every marketing success that has ignored the research, we’ve seen many more decision over-rides where the bold and arrogant were defeated by facts and hasty reorganizations that unfortunately resulted in moving the clock and performance back months if not years. Sometimes it is best “to do nothing,” that is, to respond, reflect, be aware and to proceed with attentiveness rather than to charge ahead and pretend nothing else mattered.
Leadership requires mindfulness. The attentiveness to circumstances that far too often is cast aside for what is expeditious in the moment. Despite popular thought, decision making that is measured and understood has historically been more successful than “strict reaction.” In other words, mindful approaches are best. Whether we are talking WWII battles or the introduction of new software systems or recent medical breakthroughs, it is considerable thought, careful planning and a measured responsiveness to factors that have yielded the most impressive outcomes.
Workplace behaviors including a lack of diversity, gender discrimination, bullying, bribery, fraud, corner cutting and many other unethical and flawed decisions have been due to a lack of response and a torrent of inappropriate reaction. Fists pounding on actual and virtual tables have accomplished little; aware, attentive and mindful executive leadership has been the hallmark of successful organizations.