Doing is what anchors the vision. Vision is what lifts the doing.
Without vision, doing is pointless activity. At best, it is meeting standards, delivering on goals, complying to rules. It ends the moment it has achieve its purpose. It is static as it does not allow for growth.
Without doing, vision is but a dream. A gap that will just be filled with delusion and dissatisfaction. The continuous wondering of a restless mind. It is static as well as it does not set you out on a journey.
Doing and vision go together. Keep this in mind the next time you sit down to work on your goals.
And it’s ok. Because when you stretch your practice, some times you grow. Other times, you fail.
I have known I would have failed for some times now. So, my focus has been on two things. First, on the times I have actually went running. While you are building an habit, keep in mind the times you have actually stuck to it, and it will be more difficult to be overwhelmed by the despair for the beats you have missed. Second, on the commitment I had taken, which is still valid: I want to become a more active person.
If you do focus your attention on these two things, it’s going to be a whole lot easier to get back on track.
We quickly get stuck in habits. We think that just because things have been done in a certain way for a long time, just because somebody has achieved some status by doing that, then our only option is to follow the same path. Often miserably.
Find the courage to define what success means to you.
And when you are down to the bare minimum, that’s when clarity kicks in. In life, in writing, in business, in projects, in marketing, in communication, you do not get to deep understanding by adding chaos on top of chaos.
And when you are down to the bare minimum, that’s when you can slowly start building. On solid foundation, in the direction you have chosen, taking the right people with you.
Companies have a strong tool they can leverage to influence behaviour: rewards.
The problem then is not that companies cannot figure out how to increase employees collaboration, how to break down silos, how to foster innovation, or how to build a safe space for feedback. The problem is that the focus is – sometimes unintentionally – on a contrasting behaviour, which gets strenghtened with rewards.