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Delayed Decisions: What Are They Costing Your Business?

In this economy, hesitation is everywhere.

Leaders are pausing decisions, holding off on hires, and delaying investments. It’s understandable - costs are high, credit is tight, and customers are getting cautious.


But there’s a hidden risk in this strategy: every delay has a cost.


We often think of inaction as a way to stay safe. But in reality, it creates cracks in your business:

  • That role you didn’t fill? It's straining your current team and delaying growth.

  • That tech upgrade you postponed? Your competitors aren’t waiting.

  • That sales conversation you pushed off? It may never reopen.


Inaction is still a decision. And it's usually the most expensive one you can make.


Why Are CEOs Stalling?

We call it Paralysis of Analysis. Leaders are gathering data, waiting for “certainty,” and falling into the trap of overthinking.

But here’s the truth: you will never have 100% clarity. And in today’s market, speed matters more than perfection.

Businesses that thrive in uncertainty are doing three things well:

  1. They prioritize momentum. Done is better than perfect. They make thoughtful but fast decisions and adjust in real-time.

  2. They measure opportunity cost. Instead of just looking at what something costs, they calculate what delay will cost them. That’s a game-changer.

  3. They act on imperfect data. Great leaders know the difference between “not ready” and “never going to be perfect.” They don’t let ambiguity stall them.


What to Do Now

If you're trying to protect your company from risk, remember: waiting is not protection. It’s exposure to market movement without your involvement.

Here’s where to start:

  • Pick one decision you’ve been avoiding.

  • Define the downside of acting—and compare it to the downside of not acting.

  • Make a call.


--> Speed, clarity, and courage will separate strong companies from slow ones here in Q3 and Q4.


Don’t let fear keep you stuck.


At The Gansman Group, we help business owners assess, prioritze, and make decisions that positively impact their revenue growth.


My best,


Michael Gansman


 
 
 

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