Lance Osborne, our Director of Simulcast, sent this post from Greg McKeown, contributor of The Harvard Business Review. I thought you would be interested in seeing it.
The Disciplined Pursuit of Less
Why don’t successful people and organizations automatically become very successful? One important explanation is due to what I call “the clarity paradox,” which can be summed up in four predictable phases:
Phase 1: When we really have clarity of purpose, it leads to success.
Phase 2: When we have success, it leads to more options and opportunities.
Phase 3: When we have increased options and opportunities, it leads to diffused efforts.
Phase 4: Diffused efforts undermine the very clarity that led to our success in the first place.
Curiously, and overstating the point in order to make it, success is a catalyst for failure.
While this is a gross generalization of business, I do tend to see this quite often. The energy put into making a business successful tends to become focused on what is our next great thing. So many times I have watched a business fail because they “forgot” what it was they were doing that worked.
If your definition of success is your next opportunity, you’ve probably already failed.
Question: What is your take on The Disciplined Pursuit of Less?
