The answer lies somewhere in the pause.
How many situations have you made worse because you stepped in where you weren’t needed, said more when less was enough, and offered opinions when none were requested?
How many times do you wish you’d said more, because less wasn’t enough? When you wish you’d offered a kind word or a statement of support?
There is nothing heroic about speaking first if speaking last is the wiser choice. There is no grace in turning away, when everything within you says, “do something, now.”
There is no valor in taking action when none is needed; in making decisions when consideration is all that is required. There is no merit in taking control when control is not yours to take.
The answer, sometimes, is in the hesitation, the afterthought that was the right thought, after all.
A business owner complained, repeatedly, of having too much to do and not enough time to think. “I need time to set strategy,” he said. “I need time to meet with my employees and my customers. This ‘crisis management’ is killing me and killing my business.”
He called the other day. “Bummer!” he shouted, before saying hello. “Can you believe this? Our biggest project has been delayed, and now I’m sitting here with time on my hands and nothing to do. This wait is gonna’ kill me.”
When I reminded him of the strategy he so desperately wanted to set, the employees and customers he so urgently wanted to see, he didn’t respond. I asked to be sure he was still on the line.
“I’m here”, he said quietly. “I’m here.” More silence.
“I’m thinking. I’m thinking that it didn’t occur to me that this is my chance to take care of what I’ve put to the side. Gotta’ go. I’ll talk to you later.”
A few weeks passed, and he called again. He sounded great, his voice mellow, his tone relaxed. I shared my impression and asked him to account for the change.
“I didn’t realize I was so transparent, but I’m not surprised. I’ve had a great couple of weeks. I’ve had the time to do that “walk around” managing I’ve always enjoyed, and I learned more about our problems then I ever knew existed. The management and leadership teams have had meetings with production employees from each shift, so we can learn from the shop floor up, what we can do to work smarter.
We’ve gotten manufacturing, quality, sales, distribution, and customer service talking to each other, and not a minute too soon. They’re getting their problems figured out, and have scheduled time to talk with product development and marketing. Then I’ve got all of them talking with accounting, finance and legal so we can be sure to align our perspectives and positions with missions and direction.
I’m working as hard as ever but haven’t felt this good in years. I think this is what they call ‘business balance’.”
I asked if he noticed any change in the behaviors or attitudes of his employees.
“Absolutely.” he said. “Everyone seems to have more energy. They’re getting along. I didn’t realize how bad morale was until we started this.”
“And what’s the most significant change you see?” I asked.
“We’re taking time to analyze the situation and solve what the problem is, not what it appears to be. We’re taking time to listen to what people are saying, instead of assuming that we know without they’re telling us. We’re listening to our customers and responding to what they need instead of making excuses to cover the mistakes we’re making.”
If you’re like this hard-charger, you’re addicted to work and want to do it all. You won’t stop and don’t think until circumstances block your way. Then you blame yourself for the things you’ve left undone, and turn worry into problems of mythic proportion. It becomes a self-fulfilling prophecy.
Take time to take charge of your life and your business. Create mental and emotional space; gain perspective by taking stock; evaluate the inventory of what you’ve learned and make principled decisions that are based on doing the right things, for the right reasons.
