You know, there’s a problem with planning too much.
Of course, it depends on your personality, right? But if your role is an Executive Something Something, there’s likely to be a good chance that you are highly organised. Being organised is fantastic, don’t get me wrong.
The trouble starts with people who don’t have a break‐lever on their planning. I’m not saying you are one of them, but if you are, you’ll know it if you are. You spot it in a tendency to go to the next level of planning … all the time.
You see it in project managers who spend more time writing plans than in moving projects forward.
You see it in startup founders who spend more time ‘researching’ things than taking action to build things, or get customers.
You see it in marketing and communications people who try to get every duck in a row before anything gets done.
As the influential management and leadership author Orrin Woodward stated: Don’t mistake thinking for action, or action for results.
People who aren’t finishers always mistake thinking for action, and action for results. I have a mentee right now who feels that feeling of “DONE!” at the slightest action. When he came to me, he was drowning in promises broken and work incomplete.
That’s where having a good production calendar can be your undoing. In my experience, you can (and will) feel such an enormous sense of achievement and possibility at just seeing what’s ahead of you, that you might lose the impetus required to make the plan the reality.
BUT if you are aware that this can happen, you can mitigate the risk that you’ll spin your wheels forever.
It’s really the beginning of a much‐needed risk‐awareness that helps you to pursue the path of publishing in your business with your eyes open.