My friend, Paul, emailed me this week about the World Uncertainty Index (that’s what nerds do). According to the data, we’re living in the most uncertain time on record. Really? Because I’m not convinced that the world feels more uncertain than it did around 9/11, the Global Financial Crisis or even during COVID. What feels different is the cummulative effect of unresolved tension about -who may invade who next – what may happen with AI and technology – what may happen with social issues or climate change And that shows up at work in a very specific way: Not as panic… But as hesitation. Decisions drift…”let’s review this in the New Year…” Papers get noted….”thank’s for bringing that to our attention” Next steps get deferred or go quiet. On the surface, he looks prudent. But in reality, it’s exhausting Teams don’t get frustrated because leaders decide badly; they get frustrated because they’re working hard but nothing is happening. My take Extended uncertainty doesn’t make organisations reckless. It makes them cautious to the point of inertia. And inertia isn’t neutral – it quietly drains energy, trust, and any momentum. One thing to do this week (10 minutes) If you do nothing else this week, do this:

1. One decision that has been circling/drifting for a while
2. Put a decision date on it.
3. Even if the decision is:

• “We’re going ahead.”
• “We’re stopping.”
• “We’re not doing this this quarter.”

Momentum will return the moment people know something will happen. That’s it – nothing more. Words I Like: “If you choose not to decide, you have still made a choice.” – Neil Peart – Drummer/Lyricist Rush – from the song Freewill  (here’s the link – I’ll know you’ll want to check it out!) Matthew Needham is an accountant and former CFO who consults and speaks on improving organisational performance. He helps leaders without a finance background confidently engage in financial discussions, enabling better decisions that drive improved performance. For more information, click here