Not all opportunities are equal.
There are opportunities that are just right for your organization and opportunities that you should overlook because
1) it is not enough to be a sustainable venture;
2) it takes an enormous amount of time, effort, and monies to get it off on the ground and even maintain;
3) it doesn't represent your current wheelhouse and departing from what works could get you distracted and confused;
4) it is a fake opportunity, a carrot being dangled without the evidence of its real value and feasibility;
5) you are overreading into the situation.
Not all ideas are germane as business opportunities. Not all offers or interests should be taken seriously.
Test them diligently and be sure that they represent most viable vehicle towards your ultimate goals. Know the people that you are talking with or will work with and check their track record of success or achievement.
There are no shortcuts to careful thought and consideration of the issues that you weigh in. The real value versus the actual costs of making those investments including the time it will take to get it fully completed, should not be underestimated. Most of the time, new projects and initiatives collapse under their own weight putting too much at the beginning when it is important to be light on the foot and formless when things are in flux. If you are not the decision-maker, it is better to be flexible and adaptive, listening to counsel and opinions of those that can make it or break it.
Remember to be positively inactive when there is no need to take action, especially when the gains are far less than they tend to appear.
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?
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
Starting something with the end-game in mind.
In the game of chess, the end game moves are the most-awaited and most-studied part of the game. The players have the initial advantage but without a clear game plan as to how they will win and overcome the challenges of the opponent, the game is already moving to the losing end. Analysts and chess masters would have specific procedures, tactics, and strategies to overcome even the most complex moves of the opponent to either create an advantage or to force a draw, at least.
In life and business, in your organizations, are you starting from the point of what long-term results are you trying to achieve? What measures do you have as evidence that you have achieved them? What are the concrete steps that you are willing to take to ensure that the commitment will be thorough and binding? Who needs to be fully informed, partially informed, and be told on what needs to be done?
The end-game creates a strategic mindset for leaders to deeply understand how to win before they even start. Evolution and adaptation are givens, increasing the chance of success is an option that you can make.
The hot topic nowadays is being adaptive-adaptive thinking, adaptive leadership, adaptive processes, adaptive-whatsoever.
Heeding the call for being adaptive runs the risk of being on the passive, reactive, reactionary, and totally clueless side of the equation. Your buttons are always on 'fire' adapting to changes in circumstances, events, and external forces beyond your control or imagination.
With a leak on the roof, you can be adaptive by getting a bucket to catch the leak. But with proper roof inspection and monitoring, you know that you can even be ahead of the game and prevent it from occurring.
Strategic thinking trumps the safety net of adaptation. It clarifies the problems/challenges that needed to be addressed, increases the intelligence about solutions and opportunities, and looks out for effective mechanisms/vehicles to reach the intended objectives.
Don't confuse strategy with planning as plans do not survive at the end of the planning day. It is the strategic work that should help you and your organizations design your next best move given the environmental changes and forces detrimental to your success.
Adaptation cannot mine opportunities, it relies on present capacities and analysis and current problem-solving, only with the best strategy can bring out the innovation in organizations and individuals.
Start innovating and stop adapting.