MIT Sloan Report: Sometimes Waiting Might Be the Smart Call

Decisiveness has always been a highly valued trait in any leader. Being able to assess the situation, understand the facts, and make a bold, focused decision is a crucial tool for any organizational head to possess. But what if it is not always the best course of action? A new report from the MIT Sloan Management Review might illustrate the value of taking a pause.

MIT’s findings, titled “When Wait and See Is Smart Strategy,” highlight that this strategy is best utilized when certain conditions are met. Among these is examining whether any relative uncertainty is a short-term phenomenon. Suppose indicators are pointing to a resolution in the shorter term. In that case, it may be in your best interest (and your organization’s) to see how things play out before your hand is forced. Hand-in-hand with this is considering if action could tilt conditions towards a negative outcome for your organization. Especially in situations where a profound lack of information exists, waiting to see how things unfold before putting yourself and those under you in a tricky situation may be the right approach.

However, the MIT Sloan report advises against mistaking “wait and see” for complete inaction. Clear and concise communication to stakeholders about the reasoning behind this approach, coupled with active observation of the circumstances, is crucial to avoid being caught flat-footed. Most importantly, while observing, you must be prepared to return to action immediately when the circumstances are appropriate.

As a chapter executive, you are responsible for wearing many hats during your tenure in the role. You are responsible for how your members engage with other players within our space, and there may be times when bold, decisive action is the right call – but there are also times when it might be in your collective best interest to take a breather and see how events unfold.

Take a moment to read When Wait and See is Smart Strategy from MIT Sloan.