Just need a small response to post listed below: I agree with the Ram Charan’s views on leadership and cultures of indecision. Charan (2013) says that, “The single greatest cause of corporate underper

Just need a small response to post listed below:

I agree with the Ram Charan’s views on leadership and cultures of indecision. Charan (2013) says that, “The single greatest cause of corporate underperformance is the failure to execute (p. 59). The failure to execute or the inability to take decisive action is caused by a flaw in the organization’s culture. Leaders are responsible for the culture and get the behavior they tolerate (p. 65). If they can create and are responsible for a culture of indecision, leadership is how it is corrected.This week’s reading discusses several ways leadership can create a culture that accepts inaction and indecision. In almost every example he centers the argument around a lack of open and honest dialog between leaders and their subordinates that promotes a culture that avoids dissent and concerns from key personnel. Strategy that goes initially unopposed when presented for action, is “slowly strangled to death in a series of strategy, budget, and operational reviews (p. 59). While responsibility for the failure can be ambiguous, it reflects the true sentiment of the organization that chose silence instead of honest assessments.To avoid, or transform, a culture of indecision, leaders must make a deliberate effort to base all functions of the organization on honest dialog. Breaking a culture of indecision requires a leader who can engage in intellectual honesty in all interactions with subordinates. Honest dialog is achieved by trust and trust is a result of feeling safe to express one’s true feelings. In his 2014 TedTalk “Why Good Leaders Make You Feel Safe, Simon Sinek suggests that effective leaders make their employees feel secure by drawing them into a circle of trust. Trust leads to cooperation that sets the foundation for great things. The challenge for the leader is that concepts like trust and cooperation are feelings and cannot be instructed or mandated. Those that do not feel safe with their leaders cannot work outside the rules due to fear of consequences and will not engage in the open and honest dialog that Charan suggests is essential to successful action or decision.If a leader is incapable or unwilling to create a safe environment for honest communication, initiatives or decisions are destined to fail. This is especially true with strategic level decisions that require a considerable amount of input from various people and departments within the organization. Only leadership can ensure the organizational culture promotes open and honest communication to contribute to decision making and action. Charan, R. (2013). Conquering a Culture of Indecision. Harvard Business Review Press. ISBN-13: 978-1-422-18989-4Ted. (19 May 2014). Why good leaders make you feel safe | Simon Sinek. Retrieved from https://www.youtube.com/watch?v=lmyZMtPVodo