Second-guessing myself after a difficult decision
Have you ever been reluctant to make an important decision?
Recently I was faced with a personnel situation. It required a hard choice, with so many variables at play that I didn't see a way to keep everyone happy. There were several downsides to what I knew was the right move.
It was obvious the business needed the decision to go one way, but my heart hurt for the people involved. I received warnings of the consequences of making this move.
But I had to make it.
The fallout was instantaneous. Negative reactions swirled. I immediately second-guessed and questioned myself.
But then I reminded myself of the benefits – of the fact that time would heal the wounds I had opened; and that a year from now we would likely be much better off.
Leading as a people-pleaser
I hate hard decisions. If things would just happen the right way on their own, or if someone else would make the call, I’d be much more comfortable in my leadership.
I'm a people-pleaser. When I displease people, I stress. I feel like a weak leader.
I'm often surprised at people's negative reactions after decisions like this. But I have to put myself in their shoes. I’d react the same way.
No wonder they say leadership is lonely.
Pleasing everyone is not my job; bearing up under hard decisions is.
If you falter in times of trouble, how small is your strength! – Proverbs 24:10
 | Tom Harper is publisher of BiblicalLeadership.com and executive chairman of Networld Media Group, a business-to-business publisher and event producer. He has written five books, including Servant Leader Strong: Uniting Biblical Wisdom and High-Performance Leadership (DeepWater Books, 2019) as well as the Christian business fable Through Colored Glasses and its sequel Inner Threat (DeepWater, 2022). Learn More » |
More on Meetings and Team Building
- How bad virtual habits can become powerful leadership tools (by Scott Cochrane)
- Leadership alignment: realign your team for success with simple adjustments (by Christian Muntean)
- How to unleash the power of the spinal tap leadership principle (by Scott Cochrane)
- How to build values by ringing the bell for what matters (by Scott Cochrane)
