In our first post, we discussed why transformations often fail. One of the main reasons can be attributed to the lack of decisiveness and conviction from the organization’s leaders. In this post, we will detail the consequences of shortcomings in these areas and explain why they should be a priority for leaders driving transformation processes.
Lack of Decisiveness
A transformation process forces an organization to explore something different, unknown, and potentially risky. For this reason, transformation processes require leaders who understand and accept that moving forward involves making decisions and embracing the consequences—both positive and negative—that change may bring.
The inability to make decisions in the face of uncertainty is one of the primary reasons transformation processes fail. Those responsible for these processes often struggle to accept the inherent risks of decision-making (the cost of failure for a specific action). They also tend to overestimate the likelihood of negative outcomes, constantly seeking more precise analyses or delaying decisions until they achieve a perceived level of “certainty” about success.
How much preparation is enough to make a decision? How much risk is acceptable for the organization? These questions may seem difficult to answer—unless we contrast them with the alternatives: If I don’t make a decision, what do I lose? What opportunities might I miss? In our experience, indecision is often influenced by the leader’s perception of their team’s ability to adopt new processes and ways of working. The thought process is: If I believe they won’t be able to change (or won’t do it “in time”), I don’t want to take the risk.
How Should an Organization Respond? First, by understanding the alternatives to inaction—almost always, not making a decision is worse or more costly than making one. Organizations that comprehend their objectives and the need for transformation are better able to adapt and contribute to successful outcomes. Part of an organization’s transformation involves incorporating shared responsibilities and commitments to achieve it.
Second, it is crucial to accept the inherent risks in decision-making. Proper preparation can sufficiently limit the occurrence of negative scenarios, but risk itself can never be entirely eliminated. Therefore, risk should not be the primary factor preventing a decision from being made.
Unnecessary Consensus-Seeking and Team Agility in Change
Successful transformation processes are defined more by speed and decisive leadership than by lengthy, consensus-driven discussions.
While this may seem obvious, in practice, it often isn’t. The fear of losing trust and closeness with peers and subordinates can prevent leaders from making the right and necessary decisions. In an attempt to maintain approval, they create consultation processes that can stray further and further from the objectives that the transformation requires.
Resistance and disagreements are to be expected in these processes. One of the most common reasons for indecision is the fear of “losing” a key team member.
In such cases, the concept of “Disagree & Commit” (coined by Scott McNealy) is essential. It establishes that once disagreements have been discussed and a decision has been made, everyone must fully commit to achieving the objective. No organization can function effectively if someone refuses to be part of the team simply because they disagree. That individual would, by definition, no longer be part of the team.
If someone doesn’t want to play on the team, whatever we fear we might lose has likely already been lost. Therefore, it should never be an argument for avoiding the necessary decisions to move forward toward a successful transformation.
Lack of Conviction
A leader with a pessimistic vision will struggle to mobilize their teams toward success. A common trait among leaders who successfully drive transformations is a clear vision and the ability to communicate it in a way that makes their teams see it as both possible and desirable.
This does not mean they suggest the process will be easy or that failure is impossible. Instead, they ensure that their teams perceive the risk/reward equation as positive. They help their teams focus on the potential success while also preparing them to solve the challenges that naturally arise with change.
A leader’s doubt—stemming from an inability to accept the possibility of risk—ultimately weakens the power of a transformation process. In such cases, transformation will only succeed if other leadership figures emerge.
Often, the difficulty in convincing oneself stems from the realization of the immense effort and hard work required to face potential risks if they materialize. As Theodore Roosevelt once said, “Nothing worth having comes easy.”
Leading change means accepting its difficulty and committing to overcoming challenges with the determination necessary to achieve the expected results.