Many leaders recognize the importance of courage, yet hesitation often holds them back from making critical decisions. A recent survey found that nearly half of executives struggle with long-term decision-making, which can impact engagement, collaboration, and overall organizational success. Dr. Margie Warrell, leadership expert, and best-selling author, joins CBT Now to discuss her latest book, The Courage Gap: Five Steps to Braver Action, and shares actionable strategies for overcoming fear and stepping into bold leadership.
Dr. Margie Warrell argues that leaders hesitate due to not a lack of intelligence or expertise, but rather an instinctual resistance to uncertainty and risk. “We are wired more for self-preservation than self-actualization,” she explains, highlighting how the human brain is naturally more sensitive to potential losses than opportunities for growth. This cautious mindset can lead to inaction, stifling innovation and putting organizations at a competitive disadvantage.
Dr. Warrell emphasizes that leaders must intentionally rise above their fear-driven instincts. One key step she outlines is shifting focus away from potential failures and toward desired outcomes. “Our attention often gets pulled into what we don’t want to happen, rather than what we do want to create,” she says. By concentrating on vision, resources, and opportunities, leaders can foster a more risk-tolerant and forward-thinking culture.
She also notes that decision-making paralysis is particularly common among executives as they climb the corporate ladder. While early-career leaders may take bold risks, senior executives often become more cautious due to higher stakes and increased visibility. This hesitancy, Dr. Warrell warns, can lead to a slow erosion of value within organizations, as indecisiveness causes missed opportunities and diminished engagement.
Additionally, Dr. Warrell highlights a widespread issue in large organizations: the tendency to delay decisions through endless studies and approvals. “In the meantime, over there, someone else has just been blundering forward and come up with all sorts of better ways of doing things,” she says, pointing out that playing it safe can ultimately be more dangerous than taking calculated risks.
"So often when we're thinking about, do I, don't I? Do I make this decision or not? Do I have this difficult conversation or not? Do I invest in this new technology or innovation or not? Our brains are twice as sensitive to what could go wrong and what could be lost than what we want to make more right or gain." – Dr. Margie Warrell
