Discomfort

You have an idea.

And that idea initiates some feelings. Excitement, perhaps. Or anticipation. Or frustration. Or anger. Or fear.

And to mitigate that, you take an action, right there, in the moment.

You send a message.

You ask a question.

You check the status.

You share the idea.

You push for delivery.

You do it yourself.

The point here is that the shorter the time between the idea and the action, the more the action is not about the idea, but about the feeling and your desire to push it away. To clarify, to push it onto somebody else. To give away the ownership of that thing that makes you uncomfortable.

On the other hand, of course, the longer the time between the idea and the action, the more the action is exactly about the idea. The feeling has dissipated by then, and you have probably learned something about yourself, about the feeling, about the idea, and about how to make the action right on point.

Learn to live with your discomfort.

The reason

Everything happens for a reason.

But contrary to what most of us think, we have more control on the “reason” than we like to admit. The reason is not something external, something that others or circumstances impose on us, something that we are forced to accept.

The reason is a narrative.

And we control the narrative.

Shifting perspective

The worst mistake a manager can make is taking decisions as if everyone would be like them, think like them, adhere to their same set of values and principles, care as much as them, earn as much as them.

Shifting perspective and accepting that others have different views seems to be one of the biggest challenges when you are in a position of power.

A viable option

When you are under pressure, mistakes happen.

Luckily, not all mistakes will cost you $100 billion. And most importantly, you are the one deciding what pressure to bow to. Not everything is worth pursuing, not all chances are worth taking, not all competitors are worth following.

Sometimes the wise response is to slow down and let go. It’s always a viable option.

Enough data

A little data is always better than no data. Because no data is the realm of opinions, hearsay, gossips, and past experiences.

A lot of data is sometimes better than a little data. Because a lot of data can be confusing, irrelevant, misleading.

A good amount of data is difficult to strike. Because when you start getting data, you want more, and that’s when you end up with a lot of data and the problems from the paragraph above.

The point is that data is useful and should be used, as long as, at some point, you can say “enough!”.