Pre100 Syndrome

Pre100 Syndrome
Blog Date: 
24th Jun 2009
Blog Author: 
Nick Vaidya
I was talking to myself today as I was writing something.  My 5 year old daughter was sitting right besides me.  At one point I said "so why did you make a bad choice at the last moment ........". Before I could respond to myself she said... "because you were not focusing".  

It was as amazing as hillarious.  I wonder if she realized what she just said but for sure at least my daughter was listening my words.  So I started to think about her statement. 

But is that really true.... is my 5 year old out of this world - more matured than the average mortal !!!

Think about it.  

 How many players burn and crash near the culmination of their game.  In the game of cricket a century is a big thing.  As the century approaches the probability of the batsman getting out increases significantly and then goes down again.  Why is that so.  You can call it all kinds of things but the truth is that the batsman is focusing on the century and not the game.  Some of us are better than others in managing the right focus because they have a highly developed sense of managing performance: an ability that is part innate talent and part developed skills.  It is their ability to disengage themselves from the outcomes that gives them the power of the masters of the game.

We live in a stressful world and constantly make choices under stress.  The choice to remain focused on task at hand at the exclusion of the goals is something that separates the masters from the rest. The decisions made under stress (

ie... all decisions) or under the "intoxication" of a desired outcome tend to be sub optimal. 

Bulk of what we do is execution.  Strategy or planning or complex decisions or guiding decisions are done relatively infrequently.  So, is it not reasonable to assume that our current situation with which we may or may not be frustrated is the result of the "Pre100 syndrome"  - i.e. our inability to act with the nerves of steel. 

 
A CEO's job requires a lot of nay saying.  She must be steadfast on the goals after making strategic choices. That is why she is called the chief executive and not the chief strategist, even though she is also that.  I know a lot of CEO's who can not follow a path and say no where it is appropriate to say no.  They do not have a roadmap.  They wander.  One of my client is a CEO with over 300 highly talented team of engineers.  Obviously, an intelligent fellow.  But he cant stick to the roadmap.  He has himself developed the roadmap with this senior executive team.  The strategy is sound and has great potential.  But it requires committment and follow thru.  He shortchanges his strategic roadmap and then wonders why his progress is slow.
 
So how does a person strenghten his ability to perform under stress and maintain course.  For that I need to get back to you after I recharge.

I think I am going to think about my thinking a little more before I think up my next blog entry.

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