by Richard Martin

That’s a quote attributed to Admiral David Farragut of the Union Navy during a battle in the U.S. Civil War. It’s a great quote for anyone who believes you always have to drive at full speed to get to where you want to go. The problem is that it’s only good in special circumstances, usually when you’re backed into a corner and have no other alternative.

I was reminded of this just this past week as I discussed the matter of deliberate planning and consideration of options with a client. She’s a very successful businesswoman who has mostly functioned on the basis of the “damn the torpedoes” approach to decision-making. It’s worked for her on many an occasion, but it’s also gotten her into serious jams that could have easily been avoided with a little rational consideration of her options at important decision points.

She’s one of those entrepreneurs who has always followed her gut and believes she has the gumption to achieve anything she sets her sights on. While this is no doubt true, there is also a cost to her decisions about which goals and courses of action to pursue. She might have a great vision for her business, but it might simply not be the best time to proceed. That’s where strategic patience and self-control come into play. She has to consider the key factors impinging on her decisions and her plans to implement them. Does she have a good chance of success? Are the right conditions there to support her undertaking? Is she paying the right price or is she barreling ahead, “damn the torpedoes” style? And the price isn’t always financial. It can be in time, effort, emotional engagement, physical presence, or any of a number of other commitments she will have to make to make her dreams come to fruition.

A key lesson I learned as an army officer was to try as much as possible to slow down my decision-making in order to consider the full ramifications of the situation and assess the critical factors affecting my decisions and the range of actions at that point. This is called the estimate process. Naturally, you sometimes have to make a quick decision under fire. But this doesn’t mean you act on instinct alone. Intuition can only be an adjunct to a rational decision process, what the army calls a combat estimate. On many occasions, though, no one is shooting at you (yet), so you must take the time to sit down and work out all the factors and options, both for you and the enemy, and then develop a well-thought-out plan. This is known as a deliberate estimate of the situation.

Interestingly, the greater the import of the decision, the more we all tend to rely on our instincts, when it’s exactly the opposite that should be the case. My client, successful as she is, has realized that she must put more effort and self-control into her critical decision-making and planning. She’ll only come out stronger, and so will you if you do the same thing.

New Testimonial

“Richard has been instrumental in getting me to draw on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get to the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

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