leadingtoday.org
Leadership Tip of
the Month
March 2002
Copyright 2002 ã weLEAD, Inc.
Stop Analysis Paralysis
Perhaps one major quality that defines leadership is the ability to get
things done. The bottom line of attaining real accomplishment is understanding
that mere activity isn't achievement. Attaining the
right results is achievement! Many leaders have the
fatal problem of analysis paralysis. It is
often demonstrated by constant requests for more statistics, reports, studies,
evaluations and meetings. This process is usually accompanied by little real decision-making because more "study“ or
"research“ always needs to be done! The myth
involved with an analysis paralysis mind-set is that
mere activity is equated with achievement.
It is
certainly true that leaders must search
for valid information to make sound judgements. It is also true that effective
leadership uses various analytical skills to sort
facts from assumptions in the decision-making process. Yes, wise leaders do establish
and monitor valuable processes to analyze important feedback
on the results of past decisions and actions. The difference is that analysis
paralysis struggles to get beyond
proposals, systems, reports and meetings to really accomplish anything substantial.
This may be due to many reasons, including the fear
of failure among the management team members. Many years ago I worked for a
small family-owned business that struggled seriously with this problem. Day
after day was filled with meetings, more talk, analysis, surveys, strategy
sessions, and finally inaction. One of
the family members had a plaque in his office that aptly read, “When all is
said and done...much more will be said than is
ever done!“ Many consultants look back
after the demise of organizations and realize that failure was often
accelerated not by the decisions that were made, but by the decisions it failed
to make at critical times.
Here
are some ways to guard against analysis paralysis...
- Set deadlines on
projects and major decisions. Everyone in the organization should
understand that a time limitation exists for the decision-making process
of a project. Only during rare situations should the deadline be extended.
These situations would include a sudden change in market or competitive
environments that may legitimately be cause for reevaluation.
If potential
decisions are allowed to be openended without an established deadline,
odds are that the tough decisions will be avoided!
- Evaluate the locus
of control of your entire management team. You may be in for a shock and it
may provide an answer to a large part of the problem of analysis
paralysis. Your locus of control is a
trait measured by a personality scale orginally developed by Julian
Rotter. Most individuals have a tendency to have either a strong internal locus of
control orientation or strong external locus of
control orientation. Those with a strong internal
locus of control believe most events that occur in
their lives are determined by their own actions rather than by chance. In
contrast, those with a strong external locus of
control believe most events occur by chance or circumstance and conclude
they have little control over fate, or to change their lives. Those with
an internal orientation tend to accept more
responsibility for their actions and for organizational performance.
Research indicates that those with a strong internal
locus of control are also more flexible, innovative,
adaptive and take more initiative in
solving problems. What is your locus of control orientation? Perhaps a
large part of your management team have an external
locus of control. Or, perhaps they are simply following
your example! You can find out more about this trait measurement at http://www.dushkin.com/connectext/psy/ch11/survey11.mhtml
- If you believe you have a
problem, compensate by
getting help. Effective leaders acknowledge they have weaknesses and learn
to rely on competent associates or peers who have the strengths they lack.
Ask this associate to confidentially come to you and alert you to
the tendency of analysis paralysis when it becomes evident to them. Part
of the solution to this problem is recognizing the
weakness in yourself or your team
and taking the necessary steps to modify or change behavior.
For weLEAD, this is Greg Thomas reminding you
that it was General George C. Marshall who said, “Don’t fight the problem; decide it.”
On the weLEAD
Website you will
find over 70 other free helpful leadership tips. They are all available in a
text version or as an MP3 audio!