Lately, I’ve noticed several difficult client situations that are caused by decisions that aren’t really decisions.

• A manager comes out of a meeting with a decision. But it’s not really a decision–not something you can rely on and sign up for–because he changes his mind during his very next meeting.
• The executive team makes a decision. But it’s not really a decision because part of the team doesn’t like the decision, can’t get behind the decision, can’t explain the decision adequately, and may even be heard making comments that undermine the decision.
• A group makes a decision during a long and tedious meeting. But it’s not really a decision because it was made out of exhaustion so the meeting could end.
• A team makes a tough decision. But it’s not really a decision because they were more worried about avoiding resistance than accomplishing something positive.
• You make a decision, perhaps in the middle of the night about exercising more regularly. But it’s not really a decision because it never happens.

Next, I’ll discuss why they happen and what you can do to ensure your decisions are really decisions. Decisions people can rely on, commit to, and will see implemented.