In the fluid and constantly changing world of tech, decisiveness is crucial, particularly in agile teams that often operate with a flat hierarchy and are expected to be autonomous. However, this structure can sometimes lead to a scenario where “too many chefs and not enough cooks” impede swift decision-making.
Being “Decisive” means cutting through the potential gridlock of collaborative environments to make timely, effective decisions based on data and the opinion of a variety of team members.
For example, in many tech companies, while the agile methodology promotes team autonomy, it can also lead to delays if not managed with decisive leadership.
A decisive leader in this context would ensure that while collaborative input is essential, there are clear protocols and appointed decision-makers at critical junctures to prevent stagnation and ensure that decisions are made efficiently and effectively. These decisions should ideally avoid “trap-door” decisions, where the stakes are high and the path back is not feasible. Leaders need to approach such irreversible decisions with great care and strategic foresight.
Theodore Roosevelt’s insight reflects the essence of such leadership: “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” This highlights the importance of decisiveness, suggesting that the risk of making a wrong decision is often more favourable than the cost of inaction.
Decisive leaders establish frameworks where decisions are data-informed yet swift, enabling their teams to respond quickly to changing market demands and technological advances. This not only accelerates innovation but also instills a culture of trust and accountability, essential in maintaining the momentum in fast-paced tech environments.
90 Things You Need To Know To Become an Effective CTO
