The Midweek
 Motivator

Audience Development Group

A Pint of Sweat Saves a Gallon of Blood  (George Patton)                  September 18 ,2013    

 
Tim Moore
Tim Moore, Managing Partner Audience Development Group

Managing Partner

Audience Development Group

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Audience Development Group will be at the Rosen Shingle Creek, Orlando for this week's NAB  

 

Patton believed in reincarnation and felt it was his fate to lead men in desperate battles for the destiny of a cause. Mellow dramatic? Perhaps, yet who's to question his results? For the rest of us, the perspective of time has lengthened, everything stands in a different setting and the flickering lamp gropes along the trail of the past trying to reconstruct its decisions, to revive its echoes and revive the passion of our former days. In fact we don't have the luxury of Patton's "many masters, many lives." We only have a measurable today.

 

Nothing is ever going to be perfect. From our current malaise and organizational chaos through the years ahead, someone will profit while someone else perishes. In war Patton knew a good solution applied today could save lives, materiel and time tomorrow. You can spend all your time rethinking and revising your plans postponing the fight indefinitely, or you can accept there comes a time when deliberating must stop so that action can begin. Today we see far too many leaders waiting for the perfect plan, the right moment to assert aggressive competitive measures. Their "troops" are paying a price through declining morale and sense-of-purpose. You can appoint someone "manager" but you can't appoint a "leader." That's a day-to-day earned process.

 

None of us can be 100 percent right 100 percent of the time. The best we can do is to assess our resources weighed against our competition's assets, planning around not what a competitor will do but instead, on what that competitor is capable of doing. And even on the occasion of temporary failure (which we're destined to endure) it's a learning experience that prevents greater errors in our next critical situation. All together too many managers and leaders have become conditioned to fear failure, and spend more and more time in the shadows of caution playing not to lose. The pressing question asks: why is one's fear of loss is ten times more powerful than their anticipation of gain?

 

Only people who never try anything bold or uncommonly aggressive make no mistakes; and that's the greatest mistake of all. In this uncertain climate we have plenty of reasons to be hesitant, even indecisive, but spending much time there is a lot like rocking in a rocking chair; it fills the hours, but you don't go anywhere.


Deadly diseases to avoid include the most crippling affliction of them all: the lack of boldness in the face of adversity. Too much emphasis on short term profit versus longer term capital strategy, narrow or obtuse evaluation of performance based on old benchmarks, and excessive inaction based on timidity all lead us to be forever haunted by the ghosts of "what-if?"

 

Sincerely,

Tim Moore

Tim Moore

Managing Partner 

Audience Development Group

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