Frustrated, defeated, and feeling that there are no options left but to quit?
This post is not about that, but when does quitting becomes an opportunity to get on track or refine one's vision of life, work, career, or business.
Quitting or the process of quitting opens up the possibility to give chance to reinvention and self-affirmation;
Quitting or the process of quitting clarifies your own contributions, the strength that you brought to the table and the qualities and assets that you can take wherever you go;
Quitting will identify who the real friends are and who aren't: they will provide the insights of your contribution without you asking them for it;
Quitting releases the drive to make the most of what you had and gathers the strength to move on with things that you want to continue building and enhancing;
Quitting earlier than later means that you are taking control and that frees you up to do the things that you love and want to do;
Quitting can be a dramatic exit which you can leverage in an organization where the stakes are high and you can make a big difference out of leaving;
Quitting does not mean that you will not try again in the future. It is not definitive as long as your reasons are clear and that you don't burn the bridges to future interactions.
Before you quit, ask yourself, how can my quitting helped me become a better person, professional, and entrepreneur?
Quitting isn't always a bad move! It can be the most liberating to do when you know how to bring the best out of a seemingly bad situation.
I was in the emergency part of the hospital again this weekend.
Triage system is applied in seeking medical treatment, in disasters and in other situations when there are limited resources for overwhelming need/severity of the condition. Sorting them into three groups: those people that cannot survive even with care and treatment, those that will have 50/50 chance of survival, and those that can be saved/can benefit from treatment and care. In the waiting room, there is a huge sign that says, it is not a first-come, first-serve basis but people who are hard in breathing, bleeding, and in life-threatening situation will be administered first.
Taking this out of the context of emergency and humanitarian situations, triage will be hardly useful except when practically applied in priority-setting.
What should be the number one priority for the year, which will have tremendous life-empowering impact to you, to your family, to your economy, and your career/organization?
What actions/activities you should discontinue doing because it has lost its value, become burden than a joy, and lacks the challenge you require?
What support systems would be required to get you on the right track to accomplish the 'priority of the year'?
In the larger schemes of things, our actions should be aligned to the most important objective, not on the "non-urgent and non-priority, good-t0-have."
Imagine what you are losing or giving away unintentionally when you don't do this at the beginning of the year?
The Fraser Canyon is beautiful and treacherous at the same time. It is not for new drivers as it is one of the oldest roads in B.C. Traversing this road takes skill, planning, and masterful execution to get through unscathed. It also takes familiarity with these roads to be able to set contingency measures along the way.
There are sharp turns, zigzags, and steep hills, and difficult narrow passes. It is important to stay awake, alert, and anticipatory of the next difficult move.
Taking sharp turns in management parlance has a different meaning. It means getting out of your normal situation (whatever that normal is) and taking risks to reinvent yourself, your organization, and your initiatives to take it to the next level, leaving behind anything that doesn't help you get there.
What are the signs saying that you need to take the next sharp turn? Traffic signs help you navigate difficult roads and alerting motorists of the potential dangers on the road. There are also signs that alert you that you are 'stuck' without you knowing:
1. People in the organization are defensive, conservative, and fearful of needful change;
2. People in the organization refuse to heed to environmental changes and trends that affect the business;
3. People are comfortable with the level of growth and do not want to 'rock' the boat that much;
4. Progress takes time and the next growth is such an uphill climb compared to when you are starting;
5. Deals run out, market shrinks, customers/clients stop buying for some reason;
6. The management is protective of earlier successes and cannot imagine a different future;
Some of these signs represent the truism that past success does not determine future performance.
Relaxing and cruising along is fine on a nice day in a nice road.
Do not do that when you are building your business or organization.
It's nice to reach a plateau.
You can have a break, walk around, smell the roses, enjoy the scenery, take some photos along the way, have a snack, and rest your legs after the long drive. But you can't stay too long.
All plateaus lead to a decline. While staying there increases pleasure and comfort, it doesn't allow you to reach new heights where you can experience a different level of accomplishment- the next summit.
Think about that in your organizational life and in your career trajectory.
You might be in a plateau too long to figure out you are running circles and not moving an inch to your destination.
Just completed my presentation at the annual CSAE Conference here in Vancouver. Lots of learning, networking, and building up the Canadian association sector's assets.
At the end of my speech, there is always something for everyone.
Well, when all else fails, the right diagnosis can lead you to the right solution.
If you haven’t failed, you might done so cautiously that you have not done at all, then doing so might be failing by default- JK Rowling
Mission-based organizations should think twice about creating more mission work without the full support and wisdom from a business sustainability standpoint.
Most of the time, they wrestle with the fact that since they have the work of helping, they should be able to marshal resources, support, and other important resources to fully realize their objectives. This is never automatic.
It takes a lot of courage and guts to realize that mission is not enough and will not be sufficient to carry the organization through its many stages of development.
If there is no evolution in management and business understanding, the mission becomes unproductive-"hence, give me because I give this back" will later on become subject to more critical and demanding requirements from society. This is painful to see as many organizations languish in near obsolescence without realizing their fullest potential.
There is only one way- to review their business model and ask the most important question: if this is not working for us, can we be flexible in getting to our objectives through an alternative model of doing and being?
Let's approach this with an open mind and an open heart.