Six Ways To Control The Trap Of Too Many Choices

Choice is a good thing. There can be few more liberating beliefs than the belief that we can choose our response. But for a large group of people who are motivated by the acquisition of knowledge, choice can become a real threat to accomplishment.

When does choice become a drag on accomplishment? Answer: When too many choices keep you from acting.

An example: I like to tie flies for trout fishing. I like to read about tying flies – I like to acquire materials to tie flies – I like to acquire the literature about tying flies for fishing. I like to go online and watch videos of tying flies – and I like to watch CD's and VHS tapes of flies being tied. So when I sit down to actually tie flies, I have an absolute mountain of information to help me in my tying. And that's the problem. I have so much stuff that making a decision regarding what fly to tie, in what size, whether dry, wet or nymph, for still water or flowing streams, weighted or unweighted, becomes an exercise in itself.

My favorite Uncle Jimmy never had this problem – if he were still with us he'd die laughing at my “problem.” Jimmy kept a couple dozen hooks on hand, black rooster feathers and brown rooster feathers. Some black tying thread and a home made vise and a set of scissors made up his tying kit. Just before going fishing in the Pocono Mountains outside Scranton PA he would tie two flies – one with the brown feathers and one with the black . No dry flies, no wets or nymphs – just flies that were dry flies until they got wet and wouldn't float, then they became wet flies until they got so wet they sank to the bottom, and then they became nymphs. But he just called them “Flies.” He fished with them until he lost them or they became so beat up that even a frugal fisherman like Jimmy knew they were finished. And he caught lots of fish.

So how did a guy with an Uncle Jimmy as a role model end up with so much stuff he finds it hard to even decide what fly pattern to tie?

The answer: I became too focused on the acquisition of knowledge at the expense of actually tying flies and fishing. I suspect I have a lot of company. And I have the good fortune to live in a time of plenty. And in plenty there is a trap. It's the trap of too many choices – too many alternatives – too many methods and processes and technologies. And at some point the acquisition of all those things makes a decision infinitely more difficult to make. But as long as the acquisition of stuff is occurring, it's easy to feel like progress is being made – even though it isn't.

The motivator that drives the behavior of information gathering is called the Theoretical motivator. It's what moves people to gain knowledge and information. It is, like most motivators – a strength. At least until it becomes a weakness. And knowledge acquisition can definitely become a weakness. There are very few jobs – even in academia – where the acquisition of knowledge and information is an end in itself.

Failure to control this impulse to press on in the preparation and knowledge gathering phase of an assignment, a project, a goal, can be very career limiting. Success likes speed; bosses like speed; first to market wins; ready, fire, aim wins. The knowledge seeker runs the very real risk of being left behind – and not even realizing it until it's too late. And the value of all that preparation and knowledge and expertise is never valued or recognized.

What can high Theoretical people – the knowledge seekers - do to ensure their own success, and ensure their being recognized as experts and doers?

Here are six ways for high Theoreticals to keep their motivator as a strength, and not let it become a weakness.

1 - The single most important thing is to understand there is learning in taking action. The ready, fire aim model has real value. Thomas Edison was fond of reminding people that he hadn't failed 1000 times – he had simply found 1000 ways that something wouldn't work – and in that action and discovery he came ever closer to inventing the telegraph, the phonograph, and, much later, the light bulb. The learning curve associated with taking action is much steeper than the curve associated with preparation. Both have their place.

2 - Realize that preparation and knowledge acquisition, while important, can be forms of “Resistance” - that mysterious force that keeps us from doing what we need to do. Others call that behavior procrastination. Realize that using activity – as opposed to action – as an excuse to keep from acting on the important few, rather than the unimportant many, is a sure way to fail.

3 - People with a high Theoretical motivator need SMART – Specific, Measurable, Attainable, Realistic and Relevant, and Time specific - goals. Goals that place high value on action, with tight timelines and accountabilities to act – and to accomplish. And no more than 3 to 5 at any one time.

4 – Focus, focus, focus. Another quote from Edison: “If we did all the things we are capable of doing, we would literally astound ourselves.” High Theoretical people love that kind of thought – it conveys the hope and belief in the tremendous capacities each of us have. But I suspect even Edison focused on one thing at a time – I suspect those 1000 plus experiments that ended up with a light bulb were conducted with all the focus and attention he could bring to bear. Trying to do too much at one time destroys focus, and Edison knew that.

5 – Don't confuse the acquisition of some object with accomplishment. Don't confuse hope with action. Too many books lie on too many shelves unread - books that had the potential to provide useful stuff – but required the action of reading and doing to acquire the “stuff.”And don't let hope be the meal of the day. Samuel Adams said “ Those that dine on hope go to bed hungry.”

6 - Create the habit of thought of focusing on the important, and overcome that itch to dig deeper into something of interest. At the end of each day, ask the question “ What did I accomplish today on the important things?” and at the beginning of each day ask the question “ What am I going to accomplish today on the most important things?” SMART goals make those questions a lot easier to answer.

In my own case, I've stolen a page from Uncle Jimmy's book. I have cleared my workbench of all but four dozen hooks and the material for one fly pattern. It's called an Elk Hair Caddis and it is one of the all time great patterns for trout. I will not look at any other fly until I have tied at least four dozen of one size of this pattern. I set a SMART goal – I can get on with tying flies - I feel much better about doing something I really enjoy. Try it yourself.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

How To Hire The Right People

"The first thing you have to do is hire the right people." Have you ever heard that profound piece of advice? Of course you're going to hire the right people - if you know who the right people are. If that's the case, why isn't more time spent defining what the job requires of the right person as the first step in any talent selection?

If you Google the keyword phrase "hire the right people" you will get 76,000 responses. If you Google the keyword phrase "hire the best" you will get 872,000 responses. You will find the great majority of responses deal with ways to evaluate candidates. Lots of information on tools - checklists, questions, how to structure an interview, how to write a job description, recruiting practices, and so on. But very few of those 948,000 Google responses address the key question - How to define the best person for the job - the right person for the job - based on the job, not the applicant?


Most organizations focus on the technical benchmarks. education, experience, industry knowledge, certifications, level of accomplishment and contribution, recommendations - hard information of high value - fairly easily obtained. And so these technical benchmarks and the intuition of the interviewers become the basis for the selection decision.

But the benchmarks critical to success or failure are often treated with a few statements about working in teams, ability to communicate, listening skills, sense of humor, and so on. Hard to define, describe and agree on. So the benchmarks that make the difference in success and failure - ever more so the higher up in the organization the job is - remain only vaguely identified - certainly not agreed to by the interviewers. And that is the weak link in the selection process.


It doesn't have to be that way. The stakeholders of the job, the people that have done the job, the people to whom the job reports, the peers the job works with, all have knowledge of the Behaviors, Personal Skills, and Motivators that make the difference between success and failure. Getting that information in a form that could be used in selection has been a real challenge. But now there are tools and processes that can benchmark Behaviors, Motivators or Attitude and Personal Skills that those in the know feel are necessary for success. And those benchmarks can then be used in the selection process - to see how candidates measure up to the job, not to some measure of "good enough," or "best we could find." And let's face it, no person will bring the ideal profile to the job. The benchmarks can then be used to develop the person selected so they can be more successful, quicker.


Intuition is the force guiding most selection decisions. But intuition is influenced by many different inputs, as well as the biases created through life and work experience. By adding to intuition the benchmarks of Behavior, Personal Skills and Motivators, and the consistent application and comparison of those benchmarks to the selection process, intuition can be much more secure in its decisions. And that leads to commitment toward the person selected - and that's a good thing. The "throw them up against the wall and see if they stick" approach can be replaced with a commitment to success. And when that happens, turnover goes down, retention and productivity go up. And the right people for the job - the best people for the job - strengthen the organization.

With so much more talent available, it's a good time to examine selection practices to ensure the right people are being selected for the right jobs. It's tempting to hire the best people - whatever that means - out of a large talent pool. But it's critical to select the best talent matched to the right job for that talent.


If you would like more information on how to benchmark jobs in your organization, and multiply the success of your selection efforts, give me a call.

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved