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How to Be Successful When You Can’t Plan Ahead

How to Be Successful When You Can’t Plan Ahead

    I was talking with a friend recently who took a voluntary lay-off to go to a new position at a start-up company. When the hiring executive at the new company went to his boss to make the hire, however, he was told he couldn’t bring my friend on full-time. By then his old position had already been reassigned, and if he were hired back, it would mean several other people would lose their jobs. In a matter of a day, he went from a planned, orderly transition into a new job to being without a job as the sole provider for the family.

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    At some point, everyone faces challenging situations where what we thought would develop or happen doesn’t. Some people fall apart. Others deal with the curves thrown their way seamlessly, functioning as if nothing out of the ordinary has happened.

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    Dealing with these moments productively, as my friend appears to be doing, depends on quickly figuring out your new reality and stepping through a process allowing you to focus and implement successfully. These fifteen steps will help you do that more effectively when the world around you appears to be crumbling:

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    • Define (or redefine) what you’re trying to accomplish. Figure out if your original goal is still valid or needs to change to reflect the new situation you’re facing. Once you’ve decided, make sure your team knows what the goal looks like right now.
    • Identify critical priorities that can’t be compromised. Some things may be more important than others. Maybe it’s a timeline that absolutely can’t be moved; at the same time, some deliverables you expected to accomplish by the deadline may now have to be jettisoned from your plan. Make these determinations right away.
    • Figure out what fundamentals still hold. Although your situation has changed, it’s likely some things you’ve come to depend on are unchanged. Make a quick check of what you DO know and can depend on in your now unfamiliar situation.
    • Quickly secure access to critical information flows. If you need to move forward before everything is sorted out, devote some mental resources to soliciting multiples inputs about the situation – from those on your team, from listening to and observing other participants, from previous information sources (realizing they may now be compromised), and from anywhere else you can.
    • Stay mentally active and engaged. There can be a tendency to shut down in uncertain situations. Don’t let yourself become indecisive, especially if you’re trying to process new data sources. Instead, rapidly assess the information’s viability, add it to your knowledge base as appropriate, and keep moving.
    • Imagine the range of relevant possibilities that may unfold. Develop likely scenarios and their implications. Even with what may feel like extreme uncertainty, also look for common elements among the possibilities. Figure out actions you can take that make sense irrespective of which scenario plays out.
    • Develop mini-plans. With the potential scenarios, figure out what you can reasonably prepare for, just in case. Use mini-plans – checklists which contain two or three steps – to plot your potential courses of action. With a series of mini-plans, your timeline from start to finish is short (which is fitting in an unfamiliar situation), and as variables change, you can choose from among the most appropriate mini-plans.
    • Inventory available resources. Identify what’s at your disposal to advance your situation. The inventory should include the relevant talents and experiences of you and those on your team plus other physical and intangible resources you have. Identify redundancies, gaps, and superfluous resources in the inventory.
    • Take action on your resource inventory. Shed any dead weight among your resources which won’t be necessary and could slow you down. At the same time, secure the very basic resources which allow you to function in as many scenarios as possible.
    • Increase your ability to maneuver. Beyond shedding resources for flexibility, prioritize early decisions and actions which keep the greatest number of current options. Flexibility is valuable, so hang on to as much of it as you can for as long as you can without compromising achieving your objectives.
    • Secure resources to operate in the most likely scenarios. You may not be able to get all the support you need to fill your gaps. Because of this, prioritize resources which will work across multiple scenarios, even if they might not be exactly the best fit. It’s about the greatest flexibility and impact from the fewest resources possible.
    • Accept acting amid uncertainty. This is easier for some people than others, but you need to become comfortable right away with not being able to figure things out ahead of time. If you don’t have time on your side, you’ll have to advance with incomplete information and be open to adapting as you go.
    • Be open to spontaneity and depending on your instincts. You’re facing a different situation, so the standard tools and tricks you’ve used may be much less effective. As a result, open yourself up to solutions which you wouldn’t have previously considered. Instincts can become even more important in dictating what your next move should be.
    • Share information with those on your team. It takes information to co-participate successfully. If you’re moving ahead with mini-plans and a higher degree of spontaneity, it’s important to provide cues and information to your team so they can move with you.
    • Gauge your progress, adapt, and keep going. By using mini-plans, you’re never more than a couple of steps away from reaching an interim objective where you can gauge progress and adjust for the next mini-plan. Make sure as you do this you’re seeking input from your team and monitoring the environment around you to see what others are doing.

    While these steps are presented separately, the activities may all have to take place in a few moments, some in a split second. That’s why it pays to practice by putting yourself in unfamiliar situations to develop your skills. Then if you have to divert from your original plan and wing it, you’re in a better position to go forth creatively and boldly. I’m not sure having to innovate on the spot in important situations gets any less nerve racking, but with these steps, you can better flex and still strategically deliver results no matter what gets thrown at you personally or professionally.

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    Last Updated on October 16, 2018

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

    Why do I have bad luck? Is bad luck real?

    Let me let you into a secret:

    Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky and change your luck.

    1. Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside yourself.

    Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

    Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

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    Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

    This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

    They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

    Are they luckier than the others? Of course not.

    Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

    What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can. They have this Motivation Engine, which most people lack, to keep them going.

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    No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

    When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

    Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

    2. Remember that whatever you pay attention to grows in your mind.

    If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

    In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will drown yourself in negative energy and almost certainly stop trying, convinced that nothing you can do will improve your prospects.

    Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

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    They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

    Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

    To improve your fortune and have “good luck”, first decide that what happens is nearly always down to you; then try focusing on what works and what turns out well, not the bad stuff.

    Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

    If you think you’re “suffering from bad luck”, you can really change things up and start life over. It may even be a lot easier than you thought:

    How to Start Over and Reboot Your Life When It Seems Too Late

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    Thomas Jefferson is said to have used these words:

    “I’m a great believer in luck and I find the harder I work, the more I have of it.”

    Ralph Waldo Emerson said:

    “Shallow men believe in luck. Strong men believe in cause and effect.”

    Your luck, in the end, is pretty much what you choose it to be.

    Featured photo credit: LoboStudio Hamburg via unsplash.com

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