The more people you include, the less likely you are to actually decide anything.
The more uncertain things get, the more leaders do the one thing that guarantees a bad outcome: they add more people to the decision.
A decision that belongs to everyone belongs to no one.
And in a climate where ambiguity is the norm rather than the exception, that diffusion has become one of the most common, and least-discussed, reasons important decisions keep circling without landing. It’s not that leaders lack information. It’s that no one has been clearly handed the call. Too often, I see assumptions made at the end of meetings or discussions about who owns the decision. Everyone walks out believing it belongs to someone else.
Strong organizations don’t eliminate ambiguity. They prevent ambiguity from becoming drift. That means distinguishing between gathering input and making the decision — and being ruthless about when the first activity needs to stop so the second one can happen.
Two moves worth making now:
Map your most important live decisions against three roles — who recommends, who decides, who gets informed. If those aren’t distinct, that’s your problem.
Then pick one decision that has been in circulation too long and cut the number of people involved.
Speed isn’t the enemy of good judgment. Too many people in the process is.
https://nextbridgeconsulting.com/wp-content/uploads/Abstract-business-concept-showing-scattered-and-conflicting-directions_-.jpg334500Edith Onderick-Harveyhttps://nextbridgeconsulting.com/wp-content/uploads/Logo-w_Align.Design.Lead_.pngEdith Onderick-Harvey2026-04-28 07:08:022026-04-22 15:13:07Consensus is killing your decisions
Your executive team can be fully aligned—and the business can still struggle to execute.
That’s not a contradiction. It’s a clue. Failure isn’t necessarily because the strategy is weak. The executive team has debated it, pressure-tested it, and aligned on the direction. On paper, priorities are clear.
And yet execution slows. Decisions get revisited. Teams hesitate. Initiatives often stall quietly, not dramatically. The issue isn’t strategy. It’s the gap between your strategy and your culture.
Culture is how work gets done when leaders aren’t in the room.
It shapes:
How decisions actually get made
What risks feel safe to take
How conflict is handled—or avoided
Whether accountability is real or symbolic
When strategy asks the organization to behave one way, but day-to-day habits and norms reinforce another, execution stalls. Not loudly. Subtly.
You see it in:
Decision ownership that’s unclear or constantly escalated
Lingering fear of risk
Competing priorities that haven’t been resolved
Mid-level leaders left to figure out how to turn strategy into action on their own
From the executive suite, it can look like resistance or capability gaps. From the middle of the organization, it feels like confusion—or whiplash.
Here’s the uncomfortable truth: The organization is executing—just in the way the culture allows.
Closing the gap between culture and strategy isn’t about more communication or motivation. It’s about:
Clear decision ownership and authority
Explicit trade-offs, not just priorities
Clear guidance for how leaders turn strategy into day-to-day decisions
Calling out behaviors and habits that work against the strategy
This is the hard, often overlooked work between agreement on the strategy and results. So, if execution is slower or messier than expected, the question isn’t: “Why don’t people get it?”
The question is:
“How has this organization been trained and incented? What has it been told is acceptable?’ ‘What have we channeled what is expected?’ And does our strategy require something different?”
That’s where execution actually begins.
https://nextbridgeconsulting.com/wp-content/uploads/Disruptive_Arrows-scaled.jpg14392560Edith Onderick-Harveyhttps://nextbridgeconsulting.com/wp-content/uploads/Logo-w_Align.Design.Lead_.pngEdith Onderick-Harvey2026-03-05 14:23:212026-04-22 14:45:15Your Strategy Isn’t Necessarily the Problem
It’s not a process you follow. It’s an approach you take—one that adapts to your starting point. Whether you need all three parts or just one right now, the framework meets you where the pressure is real.
ALIGN your senior team—not just around strategy, but how you decide, execute, and lead together
DESIGN the structure, roles, and workflows to move from vision to traction
LEAD with the adaptability and clarity your organization needs right now
Here’s the part many leaders miss:
In times of uncertainty, the instinct is to add layers—more processes, more rules, more initiatives. But complexity doesn’t need more complexity.
You need elegant simplicity—a way to cut through the noise and focus on what actually enables your organization to function, adapt, and perform.
Align. Design. Lead. is that kind of simplicity. It’s built from 25+ years of working with organizations at their most critical inflection points—growth, contraction, reinvention, and reset.
Over the next several weeks, we’ll unpack each part of the framework —and how our clients are applying it strategically, selectively, and successfully.
One time when working with a coach to prep for a job interview, I was videotaped. I was completely unaware of some of the things I was doing. With the help of the coach I was able to see the behaviors that could interfere with my success. I was made aware of my blind spots.
The most successful leaders I work with are always looking for ways to continue improving, and that includes uncovering and addressing blind spots… which often change over time.
Blind spots can be feelings and thoughts we have, mental models we employ or behaviors we exhibit that we aren’t fully conscious of. Or behaviors that we just aren’t aware are producing a negative result. These could include overestimating your change agility or being too data driven. Perhaps relying too heavily on your own enthusiasm for a project, or not knowing about a new market disruptor that is about to impact your business. And we are all familiar with leaders who don’t see how their communication style is impacting others.
Not understanding your blind spots can significantly limit your success as a leader. It limits your team’s performance. It can even cost your company its market and customers.
Some leaders don’t understand that they are shutting down innovation or new thinking. I work with teams all the time where performance is hurt by members who don’t realize, for example, that they’re interrupting too often, or conversely, not vocally contributing enough.
Kodak famously had a blind spot about the impact of digital photography on their market. They chose to do nothing with the very technology that was invented by one of their own engineers in the mid-1970’s. From the executives’ viewpoint, they were incredibly successful. They dominated the market. Why worry?
Other people usually see your blind spots long before you do, so you don’t want to be unaware of them for long.
One of the best way to discover them is through frank feedback from others, coupled with self-reflection. Here are three approaches to gathering feedback that, when used effectively, will uncover your blind spots:
Conversations focused on feedback. You may be thinking, I’ve asked people to give me feedback and I don’t’ get any. Don’t discount the fact that you may be getting feedback, but it’s either too subtle or you’re not tuning into it. Remember – it’s a blind spot. And many people are reticent when given general invitations. Can I really give feedback about anything? It’s more effective to ask for feedback about specific situations or behaviors. If you’re having trouble with employee feedback, ask a peer you trust. If it’s a team issue, ask someone who worked with you on another team. Finally, if you’re known for not asking or for not reacting well to feedback, it’s going to take a while. Be patient. Keep at it.
Formal 360 feedback. Handled correctly, this can be a powerful tool for collecting feedback because it is often gathered by someone other than you and then shared with you. This can help people feel safer about sharing what may be unpleasant for you to hear. I use a mixed approach of a survey tool and confidential interviews to help the executives I work with gain a 360 perspective.
Validated, reliable self-assessment toolsthat generate in-depth feedback about your personality preferences. They are predictive of how you typically behave in various situations. I’ve found Insights DiscoveryTMto be one of the best of these tools. It’s easy to use and utilizes a straightforward framework that generates nuanced, personal results.
Simply becoming more self-aware and identifying your blind spots is not enough. You can know that you’re coming across as a jerk and still continue to be a jerk. You need to be purposeful in applying that awareness to your own improvement. Some people refer to this as mindfulness – being self-aware and acting with intentionality.
Follow up on your new awareness with an intentional approach for development. It should include:
Yourself through coaching or numerous different learning opportunities
Your team through conversations focused on how each other’s strengths and blind spots impact the team, as a start
Your organization through purposeful development of a culture of self-awareness and intentional action.
There are a number of strategies and techniques you can employ to overcome blind spots. If you’d like to continue the conversation, please contact me at 978-475-8424 or e.onderick-harvey@NextBridgeConsulting.com.
https://nextbridgeconsulting.com/wp-content/uploads/stepping-on-banana-skin-smaller.jpg180533nextbridgeconsultinghttps://nextbridgeconsulting.com/wp-content/uploads/Logo-w_Align.Design.Lead_.pngnextbridgeconsulting2018-04-12 20:52:322018-05-03 21:02:38Which Blind Spots are Hurting You? Your Team?
Earlier in my career, I was interviewing with the SVP of HR, the chief people officer, for a senior role in a large organization. He was still fresh to the company, having been there about 6 months. I asked him where the firm was going and what made him get up in the morning and go to work. He looked at me and with a shrug said “Edith, its insurance,” like it was the craziest question in the world. How silly to expect that a senior leader, six months into his job would be able to articulate a compelling picture of the place he worked. He had a golden opportunity to communicate his vision of what this organization was about and where it was going and he came up with nothing.
There was no second interview.
This story is not meant to reflect badly on the insurance company. I know plenty of executives in insurance companies who would answer that question very differently.
This SVP obviously wasn’t able to communicate a vision. Over the past 18 months, many of our organizations have been lacking in “the vision thing.” We’ve been focused on a lot of things that were important but that people perceive as negative — cutting costs, losing sales and revenues, reducing headcount. But as the recovery starts, we need to think about where we want to go from here, because it won’t be where we were before 2008.
Whether you are hiring to rebuild your team, developing employees, or trying to retain or more fully engage your talent, the first step for taking performance to the next level and creating competitive advantage is to develop Compelling Clarity. Compelling Clarity is about creating a vision and expectations that are so clear it is difficult to say ‘where are we going?’ or ‘what should I be doing? ‘and so compelling no one needs to ask ‘why am I doing this?’ Instead, they say ‘I need to be a part of this.’
Ask yourself these questions:
Where does my organization (or division or group or…) need to go?
Why are we going in that direction?
What will we look like a year from now?
What top priorities will get us there?
How will we know we’re successful?
Why do I want to be part of this? Why should someone else want to be part of this?
If your answer is “I don’t know” to any of these you’re going to be less able to attract or retain top talent as you move forward. You’ll be appealing to people who want a job but not attractive to people who want to make an impact. Without a sense of where they’re going you’re people can’t perform at the high levels you need.
Be ready to talk about your vision and gauge the reactions. After all, you don’t want to find yourself saying, with a shrug, “Edith, it’s…”
Earlier in my career, I was interviewing with the SVP, the chief people officer, for a senior role in a large organization. He was still fresh to the company, having been there about 6 months. I asked him where the firm was going and what made him get up in the morning and go to work. He looked at me and with a shrug said, “Edith, it’s insurance,” like it was the craziest question in the world. How silly to expect that a senior leader, six months into his job would be able to articulate a compelling picture of the place he worked. He had a golden opportunity to communicate his vision of what this organization was about and where it was going and he came up with nothing. There was no second interview.
This story is not meant to reflect badly on the insurance company. I know plenty of executives in insurance companies who would answer that question very differently.
This SVP obviously wasn’t able to communicate a vision. Over the past 18 months, many of our organizations have been lacking in “the vision thing.” We’ve been focused on a lot of things that were important but that people perceive as negative — cutting costs, losing sales and revenues, reducing headcount. But as the recovery starts, we need to think about where we want to go from here, because it won’t be where we were before 2008.
Whether you are hiring to rebuild your team, developing employees, or trying to retain or more fully engage your talent, the first step for taking performance to the next level and creating competitive advantage is to develop Compelling Clarity. Compelling Clarity is about creating a vision and expectations that are so clear it is difficult to say ‘where are we going?’ or ‘what should I be doing?’and so compelling no one needs to ask ‘why am I doing this?’ Instead, they say ‘I need to be a part of this.’
Ask yourself these questions:
Where does my organization (or division or group or…) need to go?
Why are we going in that direction?
What will we look like a year from now?
What top priorities will get us there?
How will we know we’re successful?
Why do I want to be a part of this? Why would someone else want to be a part of this?
If your answer is “I don’t know” to any of these you’re going to be less able to attract or retain top talent as you move forward. You’ll be appealing to people who want a job but not attractive to people who want to make an impact. Without a sense of where they’re going, you’re people can’t perform at the high levels you need.
Be ready to talk about your vision. Gauge the reactions to it. After all, you don’t want to find yourself saying, with a shrug, “Edith it’s…”
https://nextbridgeconsulting.com/wp-content/uploads/Logo-w_Align.Design.Lead_.png00nextbridgeconsultinghttps://nextbridgeconsulting.com/wp-content/uploads/Logo-w_Align.Design.Lead_.pngnextbridgeconsulting2015-12-16 08:00:172015-12-16 08:00:17Why Should I Follow The Leader?
I saw my in-laws recently and once again, I had a conversation with my father-in-law about how baffling new technology is to him and how he wants nothing to do with it. Why? Complexity. There are too many options, too many things coming at you at one time and it changes too rapidly.
More and more the core of leadership is about the ability to understand and integrate complexity. Let’s look at the world of work today:
Economic uncertainty persists. We are slowly moving out of recession but it’s still not clear how this economy is going to grow.
Breakneck technological advances. Facebook. Twitter. Ipad. Need I say more.
Generational diversity. Four generations in the workplace with each bringing their own values and constructs about work, its place in our lives, and how it should be done.
Multiple work options. Full time. Part time. Contractors. Temporary. Virtual. Many working side by side under very different job arrangements.
We compete and collaborate globally. Our global economies are intertwined. Populations in India and China are becoming more educated and wage equity is expected by the middle of this century.
What do leaders need to succeed in the complex world of work?
In this complexity, a leader needs to see the way forward for their organization and create an environment that leverages the opportunities brought by complexity. As you develop future leaders, consider what our research points to as the five key abilities for successful future senior leaders.
The ability to foresee societal, political and industry trends. It’s not enough to know your industry or your business anymore. Competition and innovation can come from anywhere. The future leader needs to be a lifelong learner and insatiably curious about what is coming from a wide variety of sectors.
The ability to think strategically. The future leader needs to be able to integrate this information and ideas to create strategies that will lay a foundation for growth.
The ability to create and communicate a compelling vision and strategy. Compelling is the key word here. Future leaders will need to engage a more diverse and dispersed workforce than ever before.
The ability to manage talent. Ideas, innovation, great products and great service will come from the talent in the organization. It is your competitive advantage. It needs to be identified, developed and built just like any other key asset you have.
The ability to create a culture of accountability. People want to be associated with excellence. They want to know that strong performance is viewed differently than just punching the clock.
I was recently having a conversation with someone about strategy. He noted that at the end of the day, strategy is simply about choice. As someone who does a lot of strategy work, I was taken by this elegant definition of strategy. A well-defined strategy should be an articulation of a choice you are making about how you will achieve your vision. It is also the choice of what you will not do to achieve your vision. It is saying yes to somethings and no to others.
It is also a guide for the choices you make about how to implement the strategy. On a tactical level, it serves as the guidepost for the daily choices and decisions that get made about what to pursue, what products to introduce, who to hire and promote and where offices should be located. It can be a touchstone for difficult decisions, providing criteria for weighing your options.
For the strategy to play its important role in guiding choice, it needs to be widely
communicated and understood. It needs to be discussed on a regular basis so it is top of mind. Too many times I hear Directors or VP’s in large organizations that the strategy is not clear. If they don’t know it, how can anyone else?
Back in 1982, Tom Peters went In Search of Excellence and profiled 40+ companies who were examples of excellence. If we look back at that book some of the companies are gone now or are not what we would hold up as examples of excellence. That’s because excellence is not an end state. It’s an organizational state of being that’s characterized by continuous movement in pursuit of ever-higher achievement. In a culture of excellence, you are never done or…you never quite arrive.
The drive for excellence — for continually improving on even our most outstanding achievement — when paired with compelling clarity, sets the stage for achieving or even exceeding the goals defined in the strategy. The question is how do you create a culture of excellence and performance?
Excellence is about self-reflection: Without knowing who and where you are in your journey, it is difficult to continually pursue ever higher levels of personal or organizational achievement. What values are of core importance to me? How do I add value? What values are core to the organization? How do we add value for our customers? Am I clear where I am taking my organization? Am I communicating a standard of excellence?
Excellence is about continual, personal growth: Without professional growth, our performance, and that of our organization, will not be characterized by excellence. Leaders need to be a role model for their teams. They should ask “how can I use my strengths more fully to achieve the results we need to be successful?” It’s equally important to ask yourself and others, “What do I, as a leader, not know and need to learn? What skill do I need to develop and how should I apply them?”
Excellence is about setting the expectation for excellence: In environments that achieve excellence, the standard for it is communicated broadly throughout the organization. The communication isn’t just verbal. It’s communicated in goals and objectives. It’s communicated in everyday actions. It’s communicated in the quality of anything that’s produced, from emails and meeting agendas to products and services. It’s communicated in processes that focus on continual improvement.
Excellence is about creating a culture that looks at behaviors and results: Cultures that only look at results can become toxic. It can be too easy to turn a blind eye to unacceptable behavior because “hey, he/she gets results.” Leaders need to be as concerned with how people achieve results as with the results they are achieving. How do we meet our customer’s expectations, meet our business goals and behave ethically and with excellence? What behavior do we hold up as the gold standard in the pursuit of results? What behaviors are completely unacceptable?
Excellence is about tapping into each person’s drive for excellence: The neuroscience of excellence tells us that higher and higher performance comes from the need to direct our own lives, to create new things and to improve ourselves and our world. In his book, Drive, Daniel Pink talks about tapping into the third drive — the drive produced from engagement in the task itself when the task allows us to experience autonomy, mastery and purpose. Too many of our organizations are using what Pink calls the second drive – the carrot and the stick – to try to create higher levels of achievement. What we know is that this only takes achievement to the level of what one needs to do to get a reward and to avoid a negative consequence. It doesn’t lead us to excellence.
Excellence is about improving those around you and managing performance: As the saying goes, the tide lifts all boats. In order to instill a culture of excellence, leaders need to manage performance and development proactively by praising excellence and having the difficult discussions that are needed to improve performance. Too often we short circuit the ability to achieve excellence because we are unable to give the difficult feedback that allows others to build their capacity to contribute. Unfortunately, many of our performance management practices also drive a trend towards mediocrity by relying too much on the carrot and stick.
As Tom Peters did almost 30 years ago, go in search of excellence in your organization. Model it, practice it, celebrate it and watch the impact on performance.
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I’m on vacation this week so I thought I’d connect you with some great things others have been saying:
Beware the Shiny Objects: John Gibbons of I4cp discusses some of the glimmers of good news that have been overshadowed by the debt crisis and the importance of keeping your eye on long term strategic imperatives while you deal with more immediate business issues.
