We all know this person.
They decide they’re finally going to renovate their bathroom. Not a full demolition, just a “quick refresh.” New vanity, maybe some tiles. Easy.
So they start researching. And researching. And then researching better research.
They compare grout colours like it’s a life-or-death decision. They read 47 reviews on faucets. They open way too many tabs on “matte black vs brushed nickel”, and somehow end up deep in a forum about water pressure.
Weeks pass.
Then suddenly, their in-laws announce they’re coming to stay next weekend.
Cue chaos.
Now it’s 11 p.m., they’re panic-ordering a sink, texting contractors “ARE YOU AVAILABLE TOMORROW??” and wondering why everything is either backordered or wildly expensive.
This is the failure to commit type.
In personality terms, you might call them avoidant. In business, we call them delayers. They wait, gather more information, gather more information…and then attempt to sprint to the finish line at the last possible second.
This is decision paralysis. Or more simply, it’s called stalling.
At the root of it is usually a deep fear of getting it wrong. So instead of making the hard call, they delay while convincing themselves they’re being thoughtful, when really they’re protecting themselves from the discomfort of making a decision that might not work out.
It shows up when leaders, consciously or not, get in their own way.
I’ve written about this before, especially around the all or nothing mentality and internal self-sabotage. Failure to commit is the next stage after the non starter I wrote about last week.
You can see this everywhere right now and it’s not just in business. Governments are doing it too, trying to strike that perfect balance between planning and execution, and often getting stuck somewhere in the middle.
How do you know if you ‘re a delayer?
Here are a few telltale patterns:
- The belief that waiting for “more data” or the “perfect moment” will guarantee you success.
- You withhold information and make decisions independently, while keeping your colleagues at arm’s length.
- You refuse to delegate because dependence feels too risky.
- You start projects but never fully resource them, so if they fail, it was “just bad timing.”
The result of this behaviour is pretty predictable. Teams get pulled in by big, exciting visions, but get pushed away the moment it’s time to actually start executing.
High performing employees need to see clarity, momentum, and the ability to make decisions. When a leader hides behind control or avoidance, it doesn’t take long before these talented folks head to the door.
So how do we avoid getting stuck here?
My recommendation? Pause. Pick something. Decide. Move.
A couple tips:
- Set strict deadlines for major choices, and stick to them.
- Share your concerns and needs with colleagues rather than shutting down.
- Understand that a failure is not a reflection of personal worth. Our deepest learning comes from hard lessons.
Because the alternative isn’t safe.
It’s you, at 11 p.m., panic-ordering a sink and wondering how you got here.
With 20+ years project management experience, Barbara Kephart has led projects across industries like medical software, clinical trials, and cybersecurity. With experience teaching technical project management and stakeholder engagement, Barbara is dedicated to helping companies pivot, prioritize, and complete projects with Chief Project Officer-level expertise, project professionals, practical training, and hands-on management—without the executive-level price tag.