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Winston Churchill was seldom indecisive. History records there was little vagary in the life and times of arguably the 20th Century's most influential person. During the defense of the Island of Crete however, Churchill could not make up his mind about his field commander, General Archibald Wavell. Wavell was a traditional set-piece thinker, lacked imagination and �lan, and at Crete the German airborne onslaught quickly put Wavell's command in harm's way. Days passed as more German paratroopers landed on the island. With superior air cover overhead and the inertia of the attacker, it was a desperate time meant for desperate measures. British military chronicles record that at the height of frustration, Churchill's chief of staff Sir Alan Brooke threw up his hands appealing, "Winston, either back him or sack him."
Fast-forward to the moment where there are growing numbers of companies in all endeavors, putting field leadership in impossible situations. From real estate to radio, where once managers had clear autonomy to make line decisions that might swiftly improve a competitive crisis, the emerging trend carries us in the opposite direction. Indecision hangs in the air. Managers are reminded they are accountable for outcome, but are often without the autonomy or endorsement to execute important tactical decisions. For some, trying to get simple answers to questions leading to a singular action are just out of reach, waiting on the vagaries of a corporate indecision that never comes. Successful execution is not a function; it is a way of conducting business. It must be all pervasive, part of everyone's job description from the receptionist to the board of directors.
The net effect of this forever-never ambiguity means chaining managers and department heads to impassivity, leading to decompression of confidence and momentum. Worse, many radio field managers have a growing sense that they are fully expendable; neither highly valued, nor regarded as key cogs in the organization's wheel. Radio remains on the high road to converting managers who were once "work-creators" to "work processors," resulting in functional gridlock in our operating ranks while smothering innovation.
Almost any leader can function under some adversity. Most can even handle the realization they're not the right fit for the job. Virtually no one can thrive in a climate of uncertainty: endless time waiting for communication, planning, or calls to action. There is a huge void in what we call "the dominant coalition" consisting of the right people who have problem-finding and problem fixing skills.
Whether you're running a division or an entire company, step back and inventory your leaders. Are they fortified by the company'sconfidence? Can you strengthen their connection to critical decision-making? Have you given them permission to make a mistake balanced with personal ownership of reward and consequence?
As programming consultants to radio clusters of all shapes and sizes, we see select exemplars (but not enough). Few companies can afford the luxury of indecision. In a scoreboard business where the Eleventh Commandment is "Thou shall not lose," we're running behind. To promote better health for your company's leadership assess them regularly and fairly. Then, either back 'em or sack 'em.
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