Why the Fear to Make Decisions in Crisis Mode

This week, I found myself living in a project crisis mode. We were pushing towards a critical delivery deadline, but numerous issues were hindering progress—escalating customer concerns, unmet expectations, and unresolved technical challenges. As Friday's deadline approached, pressure mounted, and the team's responses to the crisis became louder and more visible. During this time, I couldn’t help but observe different leadership styles in this high-pressure environment.

Let’s dive into the behaviors I saw:

Leadership Style 1: The Deflector This person quickly realized how the crisis could impact their job and responded by deflecting responsibility. They pushed the blame to another team, distancing themselves from the problems and avoiding ownership. This style emerged as they shied away from responsibility, focusing more on protecting their own position than solving the crisis.

Leadership Style 2: The Fearful This individual was overwhelmed by fear—fear of losing their job, fear of making the wrong decision, and fear of standing up and taking charge. Instead of taking the reins, they constantly sought reassurance from others, asking for someone else to lead. Their reluctance to take any ownership stifled the team’s progress, leaving others to bear the burden.

Leadership Style 3: The Questioner This leader asked many questions and sought a vast amount of documentation, yet refused to make decisions. Despite repeatedly acknowledging the urgency of the situation, they avoided providing clear direction. Instead, they involved more people, which added confusion rather than moving toward resolution.

Leadership Style 4: The Decisive Driver This leader acknowledged the facts, presented evidence, and drove the team toward resolution. They didn’t hesitate to take ownership of decisions, engaging in discussions that moved the project forward. By focusing on solutions rather than fear or deflection, this leader ensured the team knew what needed to be done.

Why the Fear of Decision-Making?

In crisis situations, it’s common for people to hesitate or avoid making decisions. But why does this happen? Fear of decision-making stems from several factors: the pressure of the unknown, fear of being blamed for failure, and the consequences of making a wrong choice. The higher the stakes, the heavier the burden of responsibility feels.

In a crisis, the fear of failure can paralyze individuals. They overanalyze, overthink, and often deflect the weight of decisions onto others. However, leadership in a crisis is about taking responsibility and acting, even when the path forward isn’t clear.

The Core of Leadership in Crisis

At its core, leadership in a crisis means stepping up to take responsibility, analyzing the situation, and making timely decisions. It’s not about waiting for the perfect information or blaming others for mistakes; it’s about moving forward with the best knowledge available, guiding the team through the uncertainty, and finding solutions.

Let’s analyze what was driving the different leadership styles in the crisis scenario:

• The Deflector: Their actions were driven by fear—specifically, the fear of failure and its impact on their job security. They believed deflecting responsibility and blaming others would protect them from any fallout. This style focuses more on self-preservation than team success.
• The Fearful: This person’s behavior was rooted in a lack of confidence. They were afraid of making the wrong decision and jeopardizing their job. Their constant need for reassurance and reluctance to take charge revealed a deep fear of responsibility.
• The Questioner: This leader’s indecision came from a need for control and certainty. They required perfect clarity before acting, which led to decision paralysis. In a crisis, this behavior stalls progress and leaves the team without direction.
• The Decisive Driver: This leader displayed confidence and a willingness to make decisions. By balancing analysis with action, they were able to move the team forward and solve problems. Their behavior was driven by trust in their own judgment and the need to take responsibility.

Balancing Leadership Styles in Crisis

Effective leadership in crisis requires balancing the ability to analyze problems with the confidence to make decisions. Here’s how different types of leaders can adjust their styles:

• For Reflective Leaders: Trust your ability to analyze, but don’t let overthinking prevent action. Crisis environments demand timely decisions, so focus on gathering the necessary information and act decisively when needed.
• For Action-Oriented Leaders: Your natural decisiveness is an asset, but make sure you take time to reflect on the situation before rushing into decisions. Slowing down just enough to gather key insights can help you avoid impulsive choices.

In both cases, clear communication and accountability are essential. Provide direction to your team, own the decisions you make, and ensure that follow-up actions are executed properly.

Conclusion: Leadership in Crisis

Leadership in crisis is about more than technical skills; it’s about confidence, decisiveness, and the ability to take responsibility under pressure. The fear of decision-making can hinder progress, but strong leaders balance their natural tendencies with the needs of the situation. Whether you are naturally reflective or action-oriented, success in crisis leadership comes from embracing uncertainty and guiding your team toward solutions.