Lead With CLARITY Newsletter - February 2026 Issue #17
- Peter McLean
- Feb 25
- 4 min read
Updated: Mar 25
Do You Have The Courage To Make Decisions and Lead?
A colleague and I were discussing a trend many have been witnessing for a long time in organisations - but one that's getting worse: Leaders of all stripes delaying or deferring decisions that should be made promptly and clearly because they are afraid of the consequences.
When It Happens
One example is in team management and discipline. There are a growing number of leaders who won't manage their teams or maintain standards of conduct and performance. Team members get away with not doing work because they're part of a vocal group. Individuals badly mistreat others, but are allowed to continue because they are tough to manage. Others engage in highly unethical practices, but because they toe the party line in other aspects and don't say "a mean word" they are permitted to engage in corruption and extortion.
Here's a simple everyday example:
One of my clients - owner and President of his company - mentioned recently how his CEO was afraid to even fire a receptionist who was not performing the administrative duties required of the position. She was spending time scrolling on her phone instead of attending properly.
Why hadn't the CEO dealt with the problem?
Because the CEO had allowed her to occupy the position past her probationary period, despite earlier warning signs. He was afraid of what might happen in terms of complaints and potential conflict. What if she took legal action? He had to get a hundred ducks in a row before he'd even talk with her. This despite the fact that, as my client had pointed out, she'd been given plenty of opportunities to improve.
My client was frustrated because it was badly affecting them - the main reception position is a peak position for the company and, in this case, also a functional funnel for their management. And, more core to the problem, he had formed an 'A' team performing well above industry standards and results. He had no problem 'turning B players into A players', but they had to work at it.
Dealing With It
So he did something about it: He went and talked to her, said she was a lovely person but not suitable for the position and it was best if she left and found somewhere else. Immediately. She did. She was happy enough. He was happy. The workplace found someone better for the position. The CEO and everyone else were happier and matters rapidly improved.
The CEO was not acting for fear of what MIGHT go wrong, instead of acting because of what already was going wrong.
My client said to me that part of the secret to his success is "I'm not afraid to make decisions." He makes ones far more complex than above, but the same principle applies.
You can take the above example to multiple "higher" levels - strategy not being pursued, radical improvements in manufacturing processes not being pursued, unethical procurement practices, illegal financial activity, aggressive infighting, people moving beyond mild bullying to outright abuse, the eruption of racial and religious hatreds, whole nation-states being threatened - and wonder what is at play preventing appropriate decisions and leadership.
I argue that a core issue is common: those in authority or with responsibility not acting for fear of what MIGHT go wrong, instead of acting because of what already is going wrong.
And the endless, endless, endless data analysis, AI chats, forecasting, predictions, legal consultations, etc. before even hinting at a decision - as evidenced in government, large organisations, many industries, businesses small and large - are all indicative of this root fear.
What To Do
It takes courage to properly lead for any worth.
That's why the "Courage To Challenge" is at the very beginning of my CLARITY model.
Yes, there might be complications and things to deal with afterwards. That's life.
Don't fear making decisions. Have the courage to lead.
Speaking Personally - Pity The Em Dash
Now, the em dash (—) has come under considerable fire lately as it's been highlighted as the clear marker of AI slop. Ask ChatGPT for a passage or summary and it fills it full of em dashes.
We have to have some pity for the poor old em dash. It's a considerably useful piece of punctuation.
If you read advertising copy from the mid 1900s (1940s-60s) you'll find the em dash to be ubiquitous, especially in American English I feel. It adds a certain note of spontaneity to any sentence — as though you've just come up with the thought. The en dash is a little more common in UK English and its related world – not as loud and brash as the em dash, perhaps, and therefore more of a dignified British injection.
And if you read 18th and 19th Century English Literature, you will find much of it replete with dashes, semi-colons, colons and other punctuation marks — all in marvellously long, complex sentences that make just untangling them a joy to read.
I'd be more worried about the slop and sloppy ideas that come out of AI and the people relying on it. Their avoidance of thinking through and editing themselves reflects growing cognitive plummet. That's getting increasingly worse, day by day. Just look at international politics for proof.
In the meantime, pity the em dash. Don't punish it and its users too much — it really is a useful bit of punctuation.
"Lead With CLARITY" Keynotes and Workshops
Watch my video below about how I help organisations through my speaking and workshops. If you or someone you know would benefit from my work, please get in touch at www.petermcleankeynotes.com/contact
Comments