Delaying Difficult Decisions is a Ticking Time Bomb

Delaying Difficult Decisions is a Ticking Time Bomb
I think it is human nature to avoid making difficult decisions.

Perhaps it is more accurate to suggest that implementing those difficult decisions is the most challenging step. We consult with many firms throughout the year in respect of their most pressing concerns and our involvement is often two fold.

Firstly, confirming the thoughts of a practitioner; perhaps around common occurrences within the market, or conversely, highlighting the many and various options available as a means of addressing their concerns. Irrespective of whether we have helped confirm a school of thought or proposed a new problem solving solution, often practitioners will be loathed to act in a timely manner, favoring the wait and see approach.

In our experience, the wait and see approach, irrespective of how major or minor the concern is, can be the pathway to conflict. In general, such an approach is never healthy for the longevity of the firm. Matters of frustration, differences or conflict often fester with time; blowing up into large scale arguments the longer they are left. Like a ticking time bomb just waiting to explode, when it does the fall out often incorporates a wide raft of issues or deeply held grievances, more significant than the initial issue.

Therefore, our recommendation for partnerships is to set up an open, non-confrontational approach to addressing differences of opinion when it comes to the operation of the practice. It is important to encourage discussions early following the identification of concerns. Often, firms endeavour to outline such approaches in formal agreements, which do have some benefit. However, nothing can replace a face to face, heart to heart discussion amongst partners.

If you’re not willing to discuss the difficulties early on, then you may just have to learn to live with them and shelve the issues without holding prejudice. However, ultimately a partnership exists for the benefit of all involved. If the partnership is fractured, the benefit to all will not be forthcoming and may often stagnate into a non-beneficial business structure.