Sometimes, the Best Action Is to Take No Immediate Action

However, in today’s complex and uncertain world, the discomfort of inaction can cloud our judgment. 

Our urge to act immediately is often not a response to the needs of the situation but to our internal discomfort with uncertainty. When faced with the unknown, our brain perceives a threat, triggering anxious feelings we instinctively want to minimise. 

In high-stakes moments, the sympathetic nervous system plays a crucial role in keeping us safe. But when the brain misinterprets social threats—like the need for certainty—as physical dangers, we may feel compelled to act impulsively, even when it’s not the best course of action. 

Helping leaders recognise this impulse has never been more critical. By becoming comfortable with discomfort, they can respond more intentionally to complex situations. 

Self-Regulation Strategies for Leaders:

Cognitive Reappraisal:

The Cynefin framework can help leaders assess whether a situation is clear, complicated, complex, or chaotic—allowing them to adapt their decision-making approach accordingly. 

Mindfulness & Breathing Techniques:

Practices like meditation and diaphragmatic breathing activate the parasympathetic nervous system, reducing stress and fostering clarity. 

Seeking External Support:

Engaging with mentors, coaches, or trusted advisors can provide perspective and prevent reactive decision-making. 

Next time you feel the urge to act, ask yourself: Am I responding to the situation’s needs—or my need for certainty?

Have you ever made a decision in the heat of the moment that you later reconsidered? What did you learn from it?