Workplace
decision-making often reminds me of a Peanuts comic strip
I saw where Lucy and Charlie Brown were discussing their New Year's
resolutions. "I'm going to be a changed person next year,"
Charlie tells Lucy. "That's a laugh," Lucy replies.
"You'll be wishy-washy." "Well," Charlie says
defensively, "One day I'll be wishy and the next washy."

I
once worked for a boss who was a master of Charlie Brown decision
making. One day she'd give a "definite maybe;" the next
an "indefinite perhaps." But most of the time, it was
"I'll think about it and get back to you." Of course,
she never did and no amount of follow-up produced an answer. I
came to realize there was a black hole in her desk where decision
requests were put. Usually time ran out on the issue, the opportunity
passed or no-decision was rendered. Her staff felt thwarted and
frustrated.

Later
I discovered it was just as frustrating to work with
as to work for these wishy-washy maybe-people. Intertwined
projects, assistance or information needed from other departments,
and common company goals, mean dependence on others to accomplish
our work responsibilities. Having to deal with indecisive maybe-people
in a critical role or on a team means stalled progress.

Maybe
they're afraid to make a decision; maybe they're lazy; maybe they're
overwhelmed; maybe they're incompetent; maybe they can't decide.
Whatever the reason, results are reduced.

Like
the Scottish proverb says, "Maybe's a big book." So
if you want to be winning at working, it's a book you don't want
to read or to use. At least not for long. It's one thing to use
think-time to make the best decision you can and another to let
a decision happen by default because you never got around to making
your own.

In
twenty years in management I learned it's better to hear a quick
"no" and move on to other options, projects, or opportunities
than wander in the land-of-maybe where little can be accomplished.
In many workplaces "maybe" has become the diplomatic,
politically correct way to say "no." So, the sooner
you decide if that applies to your situation, the sooner you can
move to plan B and get results.

However,
the problem with too many maybes is not limited to those we need
decisions from. We're all decision makers no matter our role.
There are teammates, clients, customers, family or friends you
owe information to, responses to, decisions to. The difference
in how you decide will leave its mark. Gordon Graham
puts it this way, "Decision is a sharp knife that cuts clean
and straight; indecision, a dull one that hacks and tears and
leaves ragged edges behind it." Want to be winning at working?
Cut clean. Be decisive.

© 2006 Nan S. Russell. All Rights Reserved.