Leaders must recognize that fear drives overly rigid processes that stall decision-making, and use their authority to balance uncertainty and keep momentum.
Fear turns into structure when teams hide behind endless meetings and ceremonies instead of making a decision. The essay shows a familiar scenario: a meeting repeats three times with no new data, because nobody wants to risk a mistake. The paralysis is a safety net that protects people from responsibility but kills progress.
The cost of this false safety is hidden in the time spent planning and the loss of momentum. Rigid processes block creativity, punish mistakes, and reward blind compliance. Teams end up waiting for a perfect map while the compass - the actual work - is ignored. The longer the delay, the more pressure builds on management, which then doubles down on process, creating a feedback loop that stalls delivery and erodes morale.
Leaders are the only ones positioned to break the loop. They have enough authority to push back and enough proximity to execution to feel the pain. By providing honest feedback and embracing conflict with management, they can balance the need for structure with the reality of uncertainty, keeping teams moving forward without drowning in bureaucracy.
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