| We’ve all been in that meeting. The leader asks, “What does everyone think?” Heads nod, suggestions fly, and suddenly the goal shifts from making a decision to keeping everyone happy. The conversation stretches on, the direction gets fuzzy, and what started as a strategic discussion becomes a diplomatic dance. The result is a decision that feels more like a compromise buffet than a clear course of action, and rarely delivers meaningful results. This isn’t just about wasted time. In many organisations, meeting culture quietly reinforces the idea that consensus is the gold standard. Teams spend hours circling the same decisions, not because new information has emerged, but because no one wants to be the one to make the final call. We often disguise this hesitation as collaboration, when in reality it’s a way of avoiding ownership. Multiply that across a year, across teams, and the opportunity cost becomes significant. Here’s the paradox: Cognitive diversity improves decision quality. |
But endless consensus drains momentum. What begins as a productive exchange of views can quickly become a swamp of indecision.
If you’ve ever attended a strata meeting, you’ve probably witnessed this in action. Ten apartment owners come together to decide on a repair. One pushes for fixing the lift, another wants the foyer repainted, someone raises budget concerns, and soon the discussion splinters into repeated arguments and spreadsheet requests. The meeting ends with, “Let’s get more quotes and revisit this next month.” No lift fixed. No foyer painted. Just another layer of frustration.
This is diffusion of responsibility.
When everyone is technically accountable, no one actually is. Each person assumes someone else will take the lead, and so the decision lingers until it quietly dies.
Now swap “strata committee” with “executive team” and you’ll see why so many important business decisions stall in exactly the same way. It’s not a lack of intelligence or good intent. It’s a lack of clear ownership.
The cost is real.
A Harvard Business Review study found that managers spend an average of 23 hours per week in meetings. Executives often report that at least half of that time feels unproductive. Much of it is spent rehashing topics, trying to keep everyone aligned, trying to please every stakeholder. But in chasing universal agreement, clarity often gets lost, and so does time.
This is where leadership must step in. And not the kind that aims to appease, but the kind that decides.
Leadership means listening to input but being clear about who owns the decision. When a leader says, “This is my decision, informed by your input,” it creates two things that consensus rarely provides: clarity of direction and clarity of responsibility. The team knows what’s happening next and who is making it happen.
| This is something I often work on with leadership teams and executive clients, helping them shift from group pleasing to clear decision-making. Sometimes it just takes one facilitated conversation to break the cycle and regain momentum. So how do you harness the wisdom of the group without falling into the consensus trap? Start by framing the decision. Before you ask for input, define the boundaries. For example, “I’ll be deciding X, and I’d love your thoughts on A, B, and C.” Then invite disagreement. Ask unusual questions. Encourage friction and fresh perspectives. And once you’ve gathered what you need, decide. Don’t defer. Don’t delegate by committee. Make the call and move. Consensus often feels safe, but safe doesn’t always lead to results. Some of the best decisions don’t please everyone. But they move things forward. And that momentum builds trust faster than another round of discussion ever could. So here’s something to reflect on this week: What is one decision you’ve been delaying because you’re waiting for everyone to agree? What would change if you stopped seeking approval, named one accountable person, and made the call? Because leadership isn’t about pleasing everyone. It’s about creating clarity, building momentum, and moving. And if your team is stuck in decision loops or struggling with shared accountability, that’s exactly the kind of challenge I help leaders solve. Whether it’s through executive coaching or facilitated team sessions, it all starts with a conversation. Just reply to this email if you’d like to explore what that could look like for you or your team. Lison XX PS: If someone has forwarded this to you, you can subscribe here. It’s free. Your information is protected. And I never spam. Ever. |
| Whenever you are ready, here are a few ways I can help Join my 1-1 coaching program designed to elevate your performance, leadership, and positioning. Whether you’re looking to gain clarity, strengthen your leadership presence, or take your career to the next level, I’ll help you achieve tangible results. Book a call to explore how we can work together here. Book one of my workshops or keynotes for your team to elevate energy and performance. More information here. With my first book Act Before You overThink to learn how to make better decisions faster and liberate your mind from the constant chatter that hinders your potential. You can buy it here. |
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