Posted by Lancing Farrell 1100 words
This is the fifth post in a series. Some organisations, like some people, just can’t make up their minds. Ram Charan believes that leaders can eradicate indecision by changing the tone and content of the everyday conversations occurring throughout the organisation. This is difficult in local government where CEO’s and top management are often insecure and sensitive to challenge.
Breaking a culture of indecision will require leaders to challenge assumptions, share information, and bring disagreement to the surface. Charan offers the following example to highlight the signs of indecision:
A presentation is made to a meeting about a proposed project. There is silence until the CEO speaks and asks questions that show they have taken a position on the matter and made up their mind. Then others speak up to agree with the CEO, keeping their comments positive.
It appears that everyone supports the project. But, some are concerned and keeping their reservations to themselves. Over the next few months the project is slowly strangled to death.
It is not clear who killed it but it is clear that the true sentiment in the room after the presentation was the opposite of the apparent consensus.
The key issue is that the true sentiment is the opposite of the apparent consensus. Charan says that ‘silent lies and lack of closure’ can lead to a false decision that is undone by unspoken factors and inaction.
How often does this happen in local government? Continue reading