The curse of “I know that”

March 9, 2012

Part of an ongoing program I am in is regularly scheduled, live Q&A calls. All the calls are already in my calendar. And, still, I receive reminder emails the day before the calls which confirm all the details.

So, there was a call scheduled for this Thursday (already in my calendar). And the reminder arrived via email on Wednesday. I glanced at the reminder to check if the phone number had changed. It hadn’t.

So, I dialed into the call at the scheduled time (which was already in my calendar), but there was no one there! I tried several times over a 20 minute period – I figured I must have mis-dialed, or there was a problem with the line.

Obviously it could not have been my error. I had the dates, times and phone numbers already in my calendar.

Then I looked at the reminder one more time. ARRGGGHH! The time had been changed this one time. I had completely missed that – never even saw it! I read it, but didn’t read it – if you know what I mean.

Because I already “knew” when the call was.

Now, I wonder what else am I missing because I already “know?”


After the flood

March 22, 2010

So, you have gone through the hard stage of getting things going (loads of action, very few results), and you moved into the flood stage of business (more and more and more results coming faster and faster). Last time we talked about managing the flood stage by both keeping the actions going in the background, and adding the appropriate management structures to maintain and stabilize the growth.

What’s next? Well, if you did a good job managing your growth, you could move into a very stable stage in your business. The flood stage isn’t stable – it a very dynamic. But if you can ride out the flood, you can move into a place of steady, predictable results.

Like the other stages the preceded this one, there are specific actions and behaviors that area essential here.

At this point, how to produce the result is very clear. Everything needed is present. The structure of the project’s fulfillment is fully understood, and when an expected result isn’t produced what’s been changed or overlooked is easily identified. The accountabilities are clear and the measures and statistics for the project are also clear.

The biggest pitfall to this stage is boredom. There is no drama, and for some, no excitement. Predictability can be boring when you are coming off the high of managing the flood of new business. If you don’t know that you must be responsible for the boredom, then you could easily find your results falling off or disappearing altogether.

The upside to having the results be so predictable, is if you want to increase your results, you know what actions to increase. There is no more mystery. At this stage – the outcome is more fully in your own hands than at any other stage.

Don’t let boredom rob you of your hard earned and well deserved success!

Because, really, without a life, what’s the point?

What are you going to do?

October 1, 2008

Seems like everywhere we look today, there is uncertainty. What is going to happen with the economy. How is this going to affect me? What will it do to my business? How are my clients coping?

It is a cliche that many business pull back in hard times – stop marketing (or cut back), become more cautious, cut expenses. Is this really the right course of action? Maybe. Maybe not. I think the answer depends more on whether the course of action is coming from a reaction or a response.

What is the difference?

A reaction is automatic, virtually stimulus/response. Rarely any thinking. While a response comes after considering the situation, weighing the options and determining the appropriate course of action. It takes courage to take a breath and pause to think sometimes. And it can be the difference between feeling overwhelmed and being in control.

What are you going to do?

Small, subtle changes

March 17, 2008

Why is it that people think they have to change everything when they discover something isn’t working? I run into this all the time. I can’t get a new system implemented because it will mean changing everything! Really? It will take too much time for everyone to learn a new process. Why do you think that?

I think when people notice that something isn’t working, they think they have to start all over. But I have found that most of the time all that is required is one small, subtle change to the process to get it back on track. And once that small, subtle change has been made – everything else falls into place.

The trick is knowing what needs to be changed…

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