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The Blind Spots That Derail Leaders 55

Several months later, Louise went to the CEO and made a weak case
for the investment. “My direct reports think we should contract an out-
side supplier to troubleshoot the technology problem we’re having. But
I’m not sure about this—it’s a lot of money.” Louise did not take a stand.
Instead, she used an escape hatch to avoid potential criticism by putting
the responsibility on her team for the decision. If the CEO thought the
decision to move forward was the right one, she could easily rotate her
position and say, “It is a lot of money, but I’ll make sure we get the return
needed.” On the other hand, if the CEO thought it was too much money,
she would escape blame because it was her team’s idea, not hers.
The CEO was preoccupied with larger concerns and casually said, “If
you don’t see the need, don’t move ahead.”
Because she couldn’t determine which way the wind was blowing,
Louise continued to sit on the fence. The problem ballooned when it
impacted a major client and seriously compromised the relationship. The
CEO stepped in and fixed the situation, which once again sent the mes-
sage: Louise will not make a decision. Louise was demoted to a lesser posi-
tion with much less scope.
Covering up and avoiding making crucial decisions is a surefire recipe
for leadership failure. When you are unwilling to take a stand and make
a firm decision, you lose power as others step in and take charge. People
do not have a problem with a leader saying “I don’t know” or “I made a
mistake” or even “I have not made a decision yet.” But they do have a prob-
lem with a leader who lacks the strength to take an unrelenting stand and
make a firm decision.

The Impact of Not Taking a Stand. People lose confidence and their
desire to contribute when you are indecisive and unwilling to take a stand.
They feel disconnected to business goals and the actions needed to
achieve them. When you waver, they fill in the blanks and either make
decisions on their own, or “wait and see” what will happen. In either case,
you have uncoordinated action and the lack of cohesion and alignment.
Without your stand, forward motion comes to a halt, and critical actions
are delayed.
When you do not take a stand, people hedge their bets. They feel inef-
fective and unable to do what is needed. Although you may be able to tol-