Positive Principles Newsletter
November 2006
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Reading a situation and knowing what to do are not enough to make you
succeed in leadership. Only the right action at the right time will bring
success.
John C. Maxwell, The
21 Irrefutable Laws of Leadership
It is easy to fly into a passion anybody can do that but to be angry
with the right person to the right extent and at the right time with the
right object and in the right way - that is not easy, and it is not
everyone who can do it
Aristotle
With public sentiment, nothing can fail. Without it, nothing can
succeed.
Abraham Lincoln
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This month's tip
Learn the art of timing.
Change is inevitable. Personal, technological,
and organizational change are among the many issues each of us face every
day. In this environment, every leader makes decisions about what action
to take and when to take it. While identifying what to do often occupies
the forefront of our minds, when to take action is just as critical to
success.
Great leaders need great vision. Visionary thinking helps leaders identify
what needs to be done, but visionary thinking alone is not sufficient for
success. Vision tells a leader what to do. Timing tells a leader when to
do it. While choosing the wrong action always results in failure, choosing
the right action does not always result in victory. The right action must occur
at the right time to achieve success.
To maximize the probability of successfully implementing a course of
action, learn to ask yourself a few key questions before moving forward. I
do not propose that this list is all inclusive. I have found, though, that
the answers to these questions can help you decide if the timing is right
for any proposed action.
Five Key Questions On Timing
1) Is the timing of the action forced by external forces that can not
be changed or avoided?
a) If yes The time could be right
b) If no Carefully consider how you proceed, it may be wise to
invest more time in communicating the need for the action
2) Do a significant number of people (70-80%) buy-in to (or, at
least, not actively oppose) the action?
a) If yes The time could be right
b) If no Why? What, if anything, can you do to improve buy-in?
For example, will delaying action and investing
the time to more clearly communicate the vision improve buy-in?
(1) If yes The time could be
premature
(2) If no Carefully consider the action, it may be wrong or
ill-advised
3) Is there a negative consequence of not taking action at this
time?
a) If yes The time could be right
b) If no The time could be premature or the action may not be
necessary
4) Will we lose the benefit of the action
if we delay?
a) If yes The time could be right
b) If no Further study and communication may improve your odds of
success
5) Should we consider a different action because the best time for
the proposed action has passed?
a) If yes Consider other alternatives
b) If no The time could be right
Timing is more art than science. Timing often relies on judgment more than
it does on facts. As such, hard-and-fast rules for choosing the right time
to take any given action seldom apply. In many respects, you have to learn
timing from experience. Consistently asking these five questions can help
you develop greater skill in this piece of the art of leadership.
So for now, I encourage you to remember this month's tip . . .
Learn the art of timing.
Have a great day,
Guy Harris
The Recovering Engineer
