If It's Worth Doing, It's Worth Doing Poorly

Wait a minute! Isn't that a composition error? My whole life I've been told that if something is worth doing, it's worth doing well – or the best you can – or right – or correctly. So how can doing it poorly have any value?

And then it occurred to me the belief that it had to be done right the first time had held me back from doing lots of stuff. If you're a perfectionist, and I happen to be a recovering one, you know what I mean. Preparation takes a lot of energy, and commitment, and time. It's a valuable part of any process. And yet – maybe a little less prep, a little more tolerance for the results of early effort, and maybe – just maybe – a lot more could be accomplished. I remember a quote in a Harry Beckwith book - “Don't let perfect stand in the way of good.”

But I also remember a belief my Dad pounded into my head. “ Experience is the best teacher, but only fools can learn by no other.” Ouch! Talk about enabling procrastination – using preparation as a means of avoiding taking action.

And then I remember what A.K Best – a very good tier of flies for fishing – those little bits of feather, floss, foam, thread, fur, hair – that can be so complicated to create – said about tying a new fly pattern. He said he doesn't master a particular fly pattern until he has tied at least twelve dozen flies. I suspect his first attempt is pretty good – he's an acknowledged expert – but I suspect each following fly is a little bit better in some way – materials, process, proportions, color – until after 144 flies he's pretty satisfied with his results – and he can tie the fly with speed, precision and mastery of proportion.

A. K. Best's process is not a lot different from what we need to do to meet our own challenges. And yet many of us hold back – hang onto the preparation stage – feel intimidated with the possibility of not getting it right the first time. We don't want to appear foolish to ourselves or to others. And someone without the same intelligence, concern and processing ability that we have, goes out there, stumbles, gets up, learns from the experience, and gets it mostly right – and gets the credit, the recognition, the sale, the reward. And we know we could have done it better – if we had just acted a little sooner – if we had stopped preparing – overcome our self imposed expectation of perfect on the first try - and went for it.

To all my fellow perfectionists and professional preparers, I offer this call to action. Work hard to adopt the belief that something worth doing is worth doing poorly – at the beginning. Work hard to give yourself permission to fail, and not be perfect the first time – to learn from action, and to be better the next time. It's so much more liberating - and effective - to adopt that belief and behavior.

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

Copyright 2009 All Rights Reserved

Ten Ways Leaders Overcome Analysis Paralysis

One of the biggest challenges leaders have is to ensure that preparation and analysis add real value and provide the framework for action. The biggest enemy to action is analysis paralysis.

One of the most difficult habits to break is the habit of continuing to create and analyze choices long after decisive action should have taken place. Analysis paralysis is the graveyard of many organizations and careers. It's procrastination - on both the organizational and individual level - caused by fear of failure, fear of consequences, fear of not being thorough, fear of making a mistake.

Analysis paralysis results in too many choices. Too many choices drag down the energy, the time and the effort of all those who are part of the issue.

Here are ten ways leaders have ensured they and their organizations don't fall victim to analysis paralysis.

1 - Define success as the result of a cumulative process - built on a cycle of action, evaluation, improvement - then action, evaluation, improvement. Nothing creates fear - and analysis paralysis - quicker than to be told that whatever decision is made will result in failure or success - with no other possible outcomes. Creating a hardline success or failure situation will almost certainly result in careful - read lengthy - analysis and preparation. Define ideal outcomes and solutions and use them as guidelines in setting goals - just don't let the ideal be the only acceptable solution.

2 - The best course of action in the vast majority of situations is the one that "meets requirements." Save the "best possible" course of action for the relatively few high value, high impact decisions.

3 -Impose constraints - money, time, resources - that keep the focus on action, not on preparation and analysis

4 - Set up a ready, fire, aim behavior. Insist on enough information to act with a reasonable degree of confidence in the decision, and establish a measuring mechanism to allow for changes as they become apparent.

5 - Realize that simplicity and limited choices can be very liberating - they create a structure that allows for action, rather than a constant evaluation of ever increasing alternatives. Complexity is the partner of analysis paralysis.


6 - Value attitudes that place a premium on information - but information as a means to act, not as an end in itself.

7 - Insist on action at every step. Direction and priorities are created through goal setting. Accomplishment is the benchmark of success - not activity.

8 - Accept that mistakes are part of improvement. The biggest enemy of innovation and development is often the fear of making a mistake - or of being blamed for a mistake. A problem solving climate accepts mistakes as part of the process of improvement. It punishes non risk taking behavior, as well as behavior to cover up mistakes."If you're not making mistakes you're not accomplishing anything" is a belief in problem solving organizations.

9 - Adopt a "Principle of Good Enough " (POGE) attitude toward action. Software developers use POGE to act - knowing that the only way to implement and improve is to throw the switch - go live - measure the results and improve - and then do it all over again. Adjustments based on the results of action are an accepted part of the process - not an indication of failure.

10 - Keep progress reviews simple and frequent and highly structured. It's amazing how even the most worthy goal can become hostage to analysis paralysis - if it's left unattended by people in a position to see the bigger picture. Make course corrections a routine part of the process - an accepted and vital part of meeting goals. A question that should be asked in every progress review should be " "What course corrections do we have to make to meet this goal?"

Take an inventory - of yourself and of your organization. Ask yourself if the conditions for analysis paralysis exist - or if analysis paralysis is already hard at work confusing activity with accomplishment. Then use the suggestions from the leaders who contributed to this article to increase your personal and organizational competitive advantage.

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: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

Keeping It Simple Isn't Simple

Ever since making "Keeping It Simple" my main goal I have kept a sign that says "KISS - Keep It Simple Stupid" where I can see it all the time I'm at my desk and computer.

It is so much easier said than done. I wrote a blog a few weeks ago about keeping things simple, and making it my top goal for 2008. Not a SMART goal - but certainly a behavior shift that can keep the main things the main things, and keep me from - as a former boss put it - "getting tangled up in my own underwear." Homely little description, and funny, but if you've been there, you know what it means.


I have made a conscious effort to simplify things - and have been successful in looking at a number of issues and cutting through self imposed crap and being better for it. Progress is being made - some underwear has definitely been untangled.


But at the same time, it continues to be tough to untangle and get going.

A story to illustrate the point:

I am looking forward to a flyfishing trip with my son in law in the mountains around Lynchburg VA at Easter time. Really excited about it. I've been researching the flies that are most likely to catch trout at that time of the year in that area. Turns out there are a lot of them. Plus, every flyfisher has their own favorites. And the magazines all have killer patterns. And even the patterns that are personal favorites have many variations. And then the question of what sizes to tie ........ Do you see where this is going?


Every time I sit down to tie flies, a decision has to be made as to which of twelve patterns to tie - in what colors - in what sizes - in what variations. Talk about getting tied up in one's underwear! This is supposed to be fun - not an exercise in frustration.

Uncle Jimmy - the ultimate minimalist - a product of the Great Depression and World War II -one rod, one reel, two flies that he tied just before going fishing - one brown, one black. And did he catch fish! If he could see the equipment, the materials, the books, the videos, the magazines that I have accumulated, he'd just shake his head and roll another cigarette.


How to get out of this self inflicted, flytying rat trap? The first step is to simplify - reduce the number of fly patterns down to three - a tough thing to do. And then pick just one hook size, and then take action - start tying flies. Replace this process and analysis paralysis with some straightforward action. I'm gonna feel a lot better for it - I know it. I'm gonna keep it simple - or at least simpler.


This behavior of getting tied up in one's underwear will happen again and again. It's been a part of my behavior for a long time. But by keeping my KISS goal in front of me I'm going to do a better job of recognizing it and taking action to stay out of it. I'm going to have to replace the behavior I don't want with KISS behavior.


Keeping it simple isn't simple, particularly when our behaviors, our values, our skills all have been conditioned to complicate matters. And let's face it- a lot of things are complicated. But we all can be more effective in every part of our lives by adopting a behavior of action, rather than of analysis paralysis. If you see your own behavior in this confession of mine, press on, persevere and open up a whole new level of effectiveness for 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: http://www.coxconsultgroup.com/; Blog:http://multiplysuccess.blogspot.com

Copyright 2008 All Rights Reserved

Leaders Use Goals To Know When More Becomes Less

Leaders use goals to know when more becomes less. Leaders know there is a place where further effort, energy, knowledge, people resources and money don't really add much additional value. In fact, more of anything after a certain point may be stealing from other requirements. Leaders know time, money and effort, by themselves, are really inefficient measures - results are what count. And knowing what results are needed avoids the "more is less" trap.


Leaders know "more" can keep you stuck in the same place long after you've achieved most of what's really needed. "More" creates a comfort zone based on activity that tells us there is more to be learned - more to be prepared - more to be added. Leaders know that that comfort zone is an illusion, and that goals create action - they keep us from fooling ourselves into believing activity is accomplishment.


A personal example of what I mean:


Whenever I need information - for a client, a prospect, an article - I really dig in and search all kinds of resources to become really prepared. My searches have the potential to lead me deeper and deeper into a subject - or wider and wider into alternative subjects or information. The opportunities for research are endless - and so tempting. That must have to do with my high Theoretical value. I really value information for its own sake. I feel like I'm really accomplishing things as I acquire more and more knowledge. More is better - or is it? Problem is - even the most expert of experts have to set research aside - and act - if they are to become better known, better appreciated and better compensated. And if the search for "more" gets in the way of acting, then "more" is definitely less. I protect myself from that trap through goals.


Another example from my vast archives of "more" not being better:


An exercise I do daily is a hand grip exercise. I started doing it about five months ago when I felt my grip needed strengthening. I use the kind of gripper that has a spring that is squeezed until the handles touch. At the beginning it was a real effort to reach 30 reps for each hand. My goal was to reach 60 reps for each hand. I'm now up to 90 reps for each hand, and I hold the 90th rep for 60 seconds. I know I can do more if I persist, but I don't. Why? I'm way beyond my goal and I think I've reached the point where more is not better - the additional time I could use on this one exercise can be better used on something else - like converting my 24 pack abs into a six pack. In this case I've decided more would be a poor use of my time and energy. Now for the abs.......


On a work level, how often are we persuaded that more is better? In some cases, more is definitely better - like in more quality sales calls. But in other cases, like gaining more information before acting, or spending more time on preparation, more may be less. And that's where goals come in. Goals that measure results, not effort, create a climate of action - action to reach a measurable goal. And then consciously assessing the value of exceeding the goal.


Leaders know the biggest enemy of "more is less" is perfection. Perfection may be a worthy striving, but many careers have gone down the tubes by letting perfect get in the way 0f good. When taking more time to prepare for that perfect presentation, when just one more test may yield the data to make a perfect product, when the acquisition of knowledge, or money, or expertise, keeps action to meet a goal from happening - more is less.


In Harry Beckwith's book - "How To Sell The Invisible," he says "Don't let perfect get in the way of good." When I'm tempted to take the time and effort to make very good become perfect, I stop. And if I'm convinced that what I have done is very good, I tell myself to stop seeking more, and I act to complete whatever it is I'm doing. And how do I figure out what is very good? Goals.


In creating goals, resist the temptation to create them based on the best of intentions. Base them on hard headed, clear requirements to meet the larger goals of the enterprise. Can they be an improvement on performance levels already attained? Of course. But know when to say "enough," and go on to other equally important goals. Defining "enough" is the secret leaders use to ensure "more" doesn't become less.


Take a look at your own goals, habits of thought, behaviors and attitudes. Identify where you can use "more is less" in defining your own actions and success. I suspect you will find, in your analysis, that there are areas - right now - today - where you can change so that perfect doesn't get in the way of good.

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: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2007 All Rights Reserved