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In leadership, doing nothing can feel deceptively safe. When the business is stable, the team is performing, and the spreadsheets look fine, it’s easy to keep steering in the same direction. But in Western Australia’s fast-moving industries – from resources to construction, logistics and beyond – complacency and fear of change aren’t safe at all. They quietly erode leadership effectiveness, dampen innovation, and create ripple effects that harm productivity and employee wellbeing.
It’s ok until it isn’t. A sudden economic or policy shift, key employees leaving, clients changing providers, can all cause catastrophic impacts on a business.
Leadership stagnation also doesn’t always announce itself loudly. It often shows up as procrastination – putting off tough conversations, deferring strategic decisions, or waiting for ‘the right time’ to act. It can look like inertia, sticking with legacy systems, outdated processes or long-standing suppliers, even when the warning signs are clear. And it’s often fuelled by fear: fear of making the wrong call, of disrupting the status quo, or of facing resistance.
Over time, these small acts of inaction accumulate into a dangerous leadership habit. Research published in the Journal of Occupational Health Psychology in 2020 found that indecisive or inconsistent leadership behaviour directly correlates with higher stress and disengagement among employees. In other words, when leaders hesitate, employees absorb the uncertainty.
Inaction has consequences – especially for your people
When leadership stalls, so does everyone else. Employees begin to feel unsure about priorities, projects lose momentum, and morale declines. Safe Work Australia and WorkSafe WA have both identified ‘poor organisational change management’ and ‘lack of role clarity’ as key psychosocial hazards – the kinds of workplace risks that can lead to stress, burnout and mental health issues.
Inaction isn’t neutral; it’s an active contributor to workplace harm. Under WA’s Work Health and Safety Act 2020, employers have a duty to manage psychosocial risks — and that includes those created by leadership behaviour. Unclear communication, ongoing delays, and inconsistent direction can all constitute organisational hazards if they cause stress or confusion.
A 2022 Safe Work Australia report found that workplaces with low psychological safety and high ambiguity experience increased absenteeism, reduced engagement, and higher turnover. That’s not just a people problem; it’s a bottom-line one. For WA organisations already managing tight labour markets and skills shortages, losing good staff because of avoidable leadership inertia is an expensive mistake.
The leadership trap: ‘we’ve always done it this way’
The phrase ‘we’ve always done it this way’ might be the most dangerous sentence in leadership. It signals comfort – and comfort is the enemy of growth. Studies from the Harvard Business Review have shown that companies failing to adapt to changing environments can experience a 20% decline in market share within just a few years.
In Western Australia, where industries are being reshaped by automation, sustainability requirements, and global competition, the cost of sticking to old patterns is even higher. The leaders who thrive here are those who can pivot, communicate change clearly, and empower their teams to adapt without fear.
Leadership training: a circuit breaker for complacency
The good news? Leadership stagnation isn’t permanent – but breaking it requires intentional development. Training and professional learning give leaders the structure, confidence and tools to move from reactive to proactive.
Studies show that organisations investing in leadership development report significant increases in employee engagement and improvements to decision-making speed. Structured training helps leaders recognise avoidance behaviours, address fear-based thinking, and develop strategies to manage change effectively.
When leaders learn to make timely decisions, communicate transparently, and delegate with clarity, they not only drive performance, they also reduce psychosocial risk across their teams. Employees feel safer, more supported and more motivated when they see their leaders taking action and leading with purpose.
It’s time to move
If you recognise patterns of delay or hesitation in your leadership team – projects that drag, initiatives that never quite get off the ground, or cultures where ‘waiting it out’ feels safer than acting – it’s time to move. In a world where change is constant, inaction is the real risk.
Aveling has spent almost 30 years helping Western Australian organisations and leaders break free from ‘how we’ve always done it.’ Through evidence-based leadership and development programs, Aveling equips leaders with the skills and mindset to act decisively, communicate with impact and inspire confident, change-ready teams.
In leadership, progress doesn’t come from standing still. It comes from being brave enough to move – even when it’s uncomfortable. Complacency is easy. Action takes courage. And courage can be learned.
If you’re ready to lead change instead of resisting it, contact us to find out how we can help you get there.