By Dr R Balasubramaniam
It was a chilly winter evening, and I was staring at a half-finished manuscript, the cursor blinking accusingly on a blank page. For weeks, I had been stuck, caught in a swirling eddy of self-doubt and what I now recognise as a subtle but insidious form of personal decay. The initial spark, the burning desire to tell this story, had dwindled into a barely perceptible flicker. My daily writing ritual had become a reluctant obligation, often postponed for "more pressing" tasks – endlessly scrolling through social media, organising my digital files (again), or even rearranging my bookshelf for the third time that month. I had started to tolerate what I once would have considered unacceptable. I settled for a few hundred words instead of a thousand. I allowed a scattered outline to replace a clear plan. I let the gap between my aspirations and my output grow.
My editor, a wonderfully patient woman, had gently nudged me, then nudged a little harder. Her questions were never accusatory, but they carried the weight of expectation. "How’s the draft coming along?" she would ask. "Any new breakthroughs?" Each query felt like a spotlight on my procrastination, my creeping acceptance of mediocrity. The biggest blow, though, was the realisation that decisions I had confidently made – the detailed chapter outlines, the strict daily word count – were gathering dust, unheeded. I was a ship adrift, not because of a sudden storm, but because I had let the rudder go slack, inch by imperceptible inch.
One morning, after a particularly restless night, I had an epiphany. My stalled manuscript was not just a personal failure. It was a microcosm of a larger truth that applies to every endeavour, every team, every organisation. Just as my writing project was suffering from ignored patterns and compromised standards, so too can entire entities slide into irrelevance, not with a bang, but with a whimper. This personal struggle illuminated a deep principle.
Decay does not announce itself with major failures. It begins with small, almost imperceptible shifts. And recognising these early signs is not just important – it is the cornerstone of timely course correction and, ultimately, sustained excellence.
The insights gained from that challenging period resonate powerfully with what we observe in the corporate world. As the adage goes, "Culture eats strategy for breakfast," and often, it's the subtle erosion of cultural norms that signals impending trouble. Organisations, much like my manuscript, often begin to decline not from a single catastrophic event, but from a gradual weakening of their internal fabric. This weakening impacts their ability to deliver on promises, adapt to changing landscapes, and maintain relevance.
Organisational behaviour experts point to three critical indicators that signal this insidious process of decay. The normalisation of mediocrity, systemic procrastination, and a pervasive failure to follow through on decisions. These are not just buzzwords. They are vital diagnostics for any leader striving for lasting success.
Tolerating Mediocrity: The Slow Poison
Perhaps the most visible and damaging sign of organisational decay is when mediocrity becomes the accepted norm. This manifests in countless ways. Accepting subpar performance from individuals or teams, a lack of consistent enforcement of established standards, and making personnel decisions based on convenience or personal relationships rather than genuine competence and merit. When underperformance is allowed to fester, a dangerous cycle begins. High performers, the very people who drive innovation and excellence, become disengaged, demoralised by the lack of accountability. They see their efforts undermined, their standards ignored, and their drive stifled. The collective quality of output inevitably stagnates, and what was once a vibrant, high-achieving environment slowly but surely descends into a morass of "good enough." This is not just about output. It is about the erosion of pride, purpose, and the very spirit of achievement.
Procrastination: The Illusion of Action
Another critical warning sign, often masked by elaborate processes and endless discussions, is procrastination in decision-making and action. This is not just about delaying a single task. It is about a systemic avoidance of tough calls, an endless cycle of deliberations that never quite lead to concrete outcomes. Organisations caught in this trap often see a growing chasm between their intentions and their actual achievements. The delay is frequently rationalised as "excessive consultation" or "thorough due diligence," but at its core, it is often rooted in a fear of failure, a reluctance to commit, or an inability to confront uncomfortable truths. Over time, the organisation loses its agility and its ability to shape its own future. Instead of being proactive, it becomes reactive, constantly responding to crises that could have been averted with timely, decisive action. This reactive posture breeds anxiety, wastes resources, and stifles innovation.
Failure to Follow Through: The Credibility Crisis
Finally, and perhaps most devastatingly, is the failure to follow through on decisions. This reflects a profound lack of execution discipline. It is one thing to craft brilliant strategies and make sound decisions; it is an entirely different challenge to ensure those decisions translate into tangible action. When strategies remain mere words on a whiteboard, when there is no clear ownership of implementation, and when outcomes are not rigorously tracked, credibility evaporates – both internally among employees and externally with clients and partners. Even the most visionary decisions have no impact if they are not brought to life with meticulous execution. This breakdown in follow-through breeds cynicism, erodes trust, and ultimately renders all planning efforts meaningless. The organisation becomes a place where promises are made but rarely kept, leading to widespread disillusionment.
The Path to Reversal: A Leadership Imperative
Recognising these indicators of decay is crucial, but it is only the first step. Reversing this downward trajectory demands deliberate, sustained, and courageous leadership action. It requires a fundamental shift in mindset and a commitment to foundational principles.
Firstly, reinforce performance standards. Leaders must clearly define expectations for every role and every outcome. This means fair, consistent assessment and ensuring that merit, rather than convenience or favouritism, dictates all personnel decisions. When accountability is clear and excellence is rewarded, the culture begins to shift, and high performers are re-engaged.
Secondly, streamline decision-making. Leaders must clarify authority, reduce bureaucratic delays, and enforce strict timelines for both strategic and operational decisions. This involves empowering teams, trusting expertise, and creating a culture where calculated risks are encouraged, and inertia is challenged.
Lastly, and perhaps most critically, build execution discipline. This means translating every decision into clear, actionable plans with assigned responsibilities, defined metrics, and robust progress monitoring. Leaders must follow through with consequences – both positive for success and corrective for failures. This is not about micromanagement. It is about fostering a culture where commitments are taken seriously, and action is celebrated.
My own journey with the manuscript taught me this invaluable lesson. The pivot began when I stopped tolerating my own mediocrity, ceased procrastinating on difficult chapters, and committed to following through on my daily word count. It was not easy. It required discipline and a renewed sense of purpose. But as I chipped away at the inertia, the words began to flow, the story found its rhythm, and eventually, the manuscript came to life.
Just as individuals can reclaim their purpose and productivity, so too can organisations. The journey from decay to dynamic growth is not a sudden leap but a series of intentional, often challenging, steps. It requires leaders who are willing to confront uncomfortable truths, set uncompromising standards, and champion a culture of sustained execution. It demands a commitment to nurturing an environment where excellence is not just an aspiration, but a deeply ingrained habit. By identifying these subtle shifts early and responding with unwavering resolve, leaders can inspire their teams to pivot, reclaim their potential, and ultimately, build something truly remarkable and enduring. The future of any organisation, indeed of any endeavour, lies not in avoiding challenges, but in our collective courage to confront decay, pivot towards excellence, and embrace the transformative power of disciplined action.
(Dr R Balasubramaniam, Member-HR, Capacity Building Commission.)
Views are personal, and do not represent the stance of this publication.
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