TOO SMART TO CROSS THE ROAD

What happens to the culture and ability of an organisation to move forward when the senior executives are unable to make decisions with a paralysis caused by cyclical review and debate on even relatively modest decisions. Once described to me as "too smart to cross the road".

I once joined an organisation that was facing challenges as it worked to redefine itself in a complex competitive landscape. 

As I left my previous employer, my MD wished me the very best but added of their executive leadership as being “too smart to cross the road.”

I didn’t think much of it at the time, but did learn it was an appropriate description. 

The senior executives (at the time) struggled to make even relatively low/medium risk decisions – every option analysed and reanalysed within an inch of its life - decisions never made, or if made, too late with the benefit reduced or lost.

Not only that, middle management mirrored the executive - they were fearful of stepping forward. They had implemented a cumbersome decision making process and rewarded that same behaviour - this resulted in repetitive analysis and sluggish approval (or not) for even the most basic of steps forward. 

Consequently the entire sales organisation hid behind this approval and analysis process - the team slowed, opportunity declined, clients suffered and revenue targets were consistently missed. The 'executive' had negatively influenced the behaviour of the sales organisation – so prudent in their behaviour and consideration, they just couldn't cross the road.

And fortunately there are converse experiences where the executive personally demonstrate and encourage lateral thought and creativity, empowering employees to make decisions (often within a control framework), but most importantly establishing process that ensures decision making speed and agility.

Speed and agility.