The Need for Gumption

“I couldn’t wait for success… so I went ahead without it.” Jonathan Winters

Taking action, being bold, having gumption is usually necessary for success. Placing an ad and waiting for the phone to ring is seldom an effective marketing program. We need to go out and get business.

Jim had an unstoppable zeal for finding new business. Whether in the office, at a networking event or over dinner with friends, he never missed an opportunity to sniff out business. What he lacked in education and expertise he made up for with enthusiasm. He believed in “nothing ventured, nothing gained” and he applied it fearlessly to his work and his life.

Tanya was an expert in her field. She was well known and respected and had a wall full of awards for accomplishments at work and in the community. A new consultant, Tanya was shy about promoting herself and her services. She believed that her talents, skills and reputation would sell themselves.

Who do you think was more successful? I’d put my money on Jim.

The rarest of talents is the willingness to take action. What separates the highly successful from the merely successful and the unsuccessful is often the bias toward action especially when the outcome is in doubt.

Few of us hesitate to take action on something positive. We can’t wait to call a customer with good news, to tell to the boss about landing a great order or to report good numbers to the shareholders. Yet when the outcome may be negative, the prospective customer says no, the numbers are bad or the customer’s order is late, we hesitate. If we act without hesitation in positive situations, what causes us to hesitate in negative situations?

The simple answer is fear. The difference between Jim and Tanya is fear. Jim is fearless, Tanya is fearful. The fearless will almost always conquer the fearful. Jim is more successful because he jumps at every opportunity while Tanya is less successful because she waits for opportunity to jump at her.

But fear is too simple an answer. Is Jim really fearless? Is Tanya really fearful? In any given situation each of them faces either positive or negative potential outcomes. Jim is driven to accomplish positive outcomes while Tanya is driven to avoid negative outcomes. Jim is not always fearless but he always acts despite any fear or misgivings. Tanya is not always fearful but she wants to act only when she is sure she can handle any negative outcomes.

The rarest of talents is the willingness to take action. What separates the highly successful from the merely successful and the unsuccessful is often the bias toward action especially when the outcome is in doubt.

Jim has gumption. He is bold enough to act no matter the risk of failure or embarrassment. The potential for negative outcomes does little to stop him from seizing opportunities. He knows he can handle whatever happens. Even if he is nervous he will walk up to a stranger at a party and strike up a conversation. Even if he thinks there is little chance of getting an appointment with a potentially lucrative account he won’t hesitate to try.

Some people are born with gumption. Most of us need to manufacture it. We develop gumption through trial and error as we grow and mature. The amount of gumption we develop depends on whether we are striving to accomplish positive outcomes or to avoid negative ones.

If you are lacking in gumption it is easily obtained through practice. At networking events make it a point to walk up to the most important person in the room and say hello. The next time someone gives you a lead, call the prospect immediately rather than mulling over how you will approach him. Chances are, he will be open and friendly. People don’t become the most important person in the room by snubbing others. When a customer leaves a voice mail, return the call immediately even if it is bad news. When being shown to a less desirable table in a restaurant, ask for the one you want. If the $30 steak is medium when you ordered medium rare, send it back. Gumption in the end is only a matter of speaking up and asking for what you want. You might just get it.

If you are avoiding negative outcomes, note that they are rarely painful. Negative outcomes just come with the territory. The very best hitters in baseball strike out 70 percent of the time (and earn multi-millions of dollars ever year). The National Sales Executives Association reports that only 2 percent of sales are made on the first call. 80 percent of sales are made on the fifth to twelfth call. In high tech industries, closing rates are as low as one in twenty presentations. The only way to make the one is to go through the other nineteen. Having gumption means learning how to let the negative outcomes bounce off. The more negatives you experience, the easier they are to handle so go out and get lots of negative experiences so that you no longer avoid them.

Do you have gumption? Are you quick to take action or do you need to contemplate the situation? Gumption is not a requirement for success but it makes success much more likely. Please leave a comment and let us know what you think.

When Should the Axe Fall?

A client recently asked me how I know when it is right to fire someone. She was investing considerable time into a difficult employee with no apparent positive results.

Deciding to terminate someone’s employment has always been my most difficult task. I believe sincerely that any employee who does not perform adequately is at least in part my failure to deliver the proper training and/or guidance to steer him right. Nonetheless, I also believe that if I don’t have the skills to turn around that employee then I am doing the right thing for both of us by letting him go.

Some believe that a poor performer isn’t worth the investment of time, attention and patience needed to turn her around. I believe in giving people chances to succeed and I take personal interest in helping them do so.

There are many considerations that go into deciding that the time has come to cut the cord. Here are the ones I use:

  1. Has the employee’s performance changed? Was he a much better performer in the past? See if you can determine a cause for the change and if there is a solution within your control. For example, if the person is having marital problems it is not within your control to solve the situation. Depending on your level of compassion and the extent of the effect of the poor performance on your business, you may give this person more time to recover than someone who was never a good employee in the first place.
  1. Have you been clear about your performance expectations? It’s surprising how often poor performance is really about poor communication. Are you sure the employee understands what you expect? For example, have you provided a clear and detailed job description? Do you provide regular feedback so the employee knows good from not so good?
  1. Have you provided the training and guidance necessary for the employee to succeed? Some employees will take to a job with minimal effort on your part. Others won’t get it until you spend time showing them how to do it. We all learned how to tie our shoes at different ages and with different amounts of practice, but we all learned.
  1. Have you made it clear that termination is likely if performance does not improve? Sometimes people need a fire lit under them before they will change. Some people always need a fire lit. The former usually deserve a decent chance at getting better. The latter probably need to find another line of work, one where they will light their own fire.

If you’ve done all these things and you still have a problem employee, then it is time to let them go. Some employees are in the wrong job. Some employees are in a temporary down period. And some employees are lazy or of bad character. Terminating the latter is relatively easy. The others deserve our thoughtful consideration.

When Does Vision Become Fantasy?

“Logic will get you from A to B. Imagination will take you everywhere.”– Albert Einstein

When Steve Jobs, founder of a small company that produced (what was generously described as) a personal computer, announced his vision of a computer on every desk, IBM executives thought he was daft. He went on to build Apple Computer into the leader among innovative and successful technology companies and today there is indeed a computer on every desk.

When Philip Knight wrote an essay in college about his plans to take on Adidas, the dominant athletic shoe supplier in the world, it is reasonable to think that few took him seriously. He went on to found Blue Ribbon Sports, renamed Nike in 1978.

Fred Smith, founder of FedEx, also wrote a paper in college. While it did not specify a particular business model, he saw then the need for an entirely new type of logistics company that could respond to an automated, fast paced world. Upon returning from his stint in the US Marine Corps he put together Federal Express by selling investors on the need for speed and the need for the company to have its own planes and trucks rather than using airlines and local delivery services.

Before these companies succeeded, the dreams of their founders were extraordinary, some would say fantasy, but we know in hindsight that they were the right ideas at the right time. So how do we know when our vision is something special and not just a pipedream?

Unfortunately, we can’t know. There is no formula that calculates whether our vision is realistic; we need to decide for ourselves. Nevertheless, there are some clues as to the likelihood of success:

  1. Think about twenty years down the road. Imagine that your vision has come true. Can you imagine what it looks like? Can you see yourself at the helm? Can you taste it, smell it, feel it? William Ward is the author of the famous quote, “If you can imagine it you can create it. If you can dream it, you can become it.” If you can’t, chances are you will not make it happen.
  2. Can you map it? Can you sit down now and develop a business plan that takes you from today right to the achievement of the vision? The map may change as you go along but if you can see a route to the top your vision is likely plausible.
  3. Can you sell it? Can you attract others who buy into your vision? Steve Jobs created such a powerful vision that to this day there is an army of MacHeads, fans who are almost dogmatic in their loyalty to Apple products.
  4. Can you commit to it? Are you willing to risk all to transform the vision into reality?
  5. Do you have the skills? Be realistic. If you dream to sail solo around the world, you better know something about sailing beyond going for a day cruise in local waters.

Of course, if you really believe in your vision and if you have what it takes, you will ignore these clues and go for it even if none of them apply. I encourage you to do so. Willingness to take action is a much better indicator of success than any plan or analysis.

What do you think? Must a vision be practical or can it be over the top?

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