"Do it badly; do it slowly; do it fearfully; do it any way you have to, but do it." — Steve Chandler, Reinventing Yourself: How to Become the Person You've Always Wanted to Be
Let me guess, you’ve been putting something off recently.
The human mind is fantastic at coming up with reasons for not taking action. The human brain is designed to keep us safe and to conserve energy. For that reason, we are programmed to look for risks and reduce the amount of work we need to do to in order to survive. When we weigh any potential action, we look for reasons that specific action or activity will fail. At the same time, we look for ways that we can conserve energy and get the same benefit from less effort.
Often managers spot a chance to do something valuable for their company, but for some reason, they cannot get started. Even if they begin the project, they give up when they see the first big hurdle. The inability to take purposeful action seems to be pervasive across companies. Managers tend to ignore or postpone dealing with crucial issues which require reflection, systematic planning, creative thinking, and above all, time.
If you do nothing, nothing changes. Things at rest have a tendency to remain at rest. Be aware of items that stall your action. It's better to have a 50-percent improvement right away than it is to take no action and hope for a 100-percent improvement sometime in the future.
The only cure for inactivity is action. That’s why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don’t should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.
Develop a strong bias toward action. Don’t wait. Assemble teams, form action plans, assign roles and responsibilities, track progress, reward success. Simple. Most of all, as a leader offer real support and foster collaborative results. Do it now.
The human mind is fantastic at coming up with reasons for not taking action. The human brain is designed to keep us safe and to conserve energy. For that reason, we are programmed to look for risks and reduce the amount of work we need to do to in order to survive. When we weigh any potential action, we look for reasons that specific action or activity will fail. At the same time, we look for ways that we can conserve energy and get the same benefit from less effort.
Often managers spot a chance to do something valuable for their company, but for some reason, they cannot get started. Even if they begin the project, they give up when they see the first big hurdle. The inability to take purposeful action seems to be pervasive across companies. Managers tend to ignore or postpone dealing with crucial issues which require reflection, systematic planning, creative thinking, and above all, time.
If you do nothing, nothing changes. Things at rest have a tendency to remain at rest. Be aware of items that stall your action. It's better to have a 50-percent improvement right away than it is to take no action and hope for a 100-percent improvement sometime in the future.
The only cure for inactivity is action. That’s why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don’t should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.
Develop a strong bias toward action. Don’t wait. Assemble teams, form action plans, assign roles and responsibilities, track progress, reward success. Simple. Most of all, as a leader offer real support and foster collaborative results. Do it now.
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