People who want to avoid acting or executing often ask to “study” the problem or issues.
By engaging in serious inquiry about a problem or decision, they create a delay that inhibits action.
Whenever people are feeling uncertain, uncomfortable, or less expert, it is not uncommon for them to suggest that studying or thinking more deeply about the problem is the next step.
Good leaders believe there is a time for inquiry and a time for action. Because they are action-oriented, they often get impatient with people who prefer to investigate an issue and collect data when they could be executing and making progress.
Pushing people toward action before they are ready or comfortable isn’t an ideal solution. So, leaders often accept the request to deliberate and seek answers to questions while they wait impatiently for execution to occur.
There must be a better way.
The rationale to collect data, study the problem, and engage in deep thought is usually sound. But that doesn’t stop good leaders and teams from acting. By separating action from insight, leaders can have it both ways.
The first step is to craft an action plan based on what can be accomplished immediately.
Given what is known, what steps can be taken to make progress? Good leaders settle on an action plan and then allow the team to pursue inquiry.
There are usually powerful steps and actions that the team can take before doing their homework about a problem. Good leaders insist on crafting that plan first.
The most common excuse for not executing on strategy or taking action is to further study the issues. When team members or leaders lack the clarity they need or want, they find a reason to stall.
Taking away that excuse is as simple as separating action from insight. Agree on the action plan first, and you will likely find that the desire to investigate narrows or even disappears altogether.
A Daily Dispatch from the Front Lines of Leadership.
