You believe that you have thoroughly examined all relevant issues, evaluated goals, objectives and ramifications, dedicated yourself to meaningful planning, prepared thoroughly, developed an agenda and timeline that directly relates to moving your important idea or plan forward, and proceed to take forward looking action that you hope and believe will advance your objectives. However, despite all your efforts and analysis, as often occurs, some sorts of snags or obstacles develop that impede your progress. Inevitably, the eventual success of many leaders is determined by what someone does next. Do you persist without hesitation with the same plan and approach, do you tweak it or modify your approach, or do you give up? As Shakespeare said, "That is the question."
1. How do you really know how you should proceed? Do you have the self confidence and inner fortitude to proceed along Robert Frost's famous "Road less travelled," or do you succumb to the challenge and create and identify it as a problem? Is this obstacle due to a minor issue, or is it related to some sort of miscalculation or misunderstanding that you based your original premise for the way you have proceeded? Have you reevaluated your goals and methodologies, and addressed your present and future action plans? Do you believe you can make some minor tweaks, or does your plan require a major overhaul? It is important to remember that nothing works every time, and the most successful people in history were those with the perseverance to proceed when others quit. How essential is this idea or program to your overall concept of what success means and implies? How important is this particular item to you and your vision? Why are they so important, because of your ego, or because of what you are trying to achieve?
2. There is often a fine line between being persistent and being too stubborn. The danger is the possibility of throwing good money after bad, and not accepting when enough may be enough! It is important for leaders in this type of scenario to analyze the cost versus benefit ratio, which means developing priorities and focusing on goals, rather than getting mired in micromanagement or less essential details. Are there alternatives that might help you gain your goal, in a better, more effective and even less costly manner? What are the pros and cons of continuing forward in an as - is manner, as opposed to making changes? Is the present approach salvagable and doable, or is it simply dragging down your overall approach and methodologies?
There are times when great leadership means fighting for an idea and continuing along a specific path and approach, while there are other circumstances when it makes more sense to abandon an idea that is not working. Great leaders must review their objectives, goals, and the needs of their organizations in a fair and unencumbered manner.
Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
Article Source: http://EzineArticles.com/?expert=Richard_Brody
1. How do you really know how you should proceed? Do you have the self confidence and inner fortitude to proceed along Robert Frost's famous "Road less travelled," or do you succumb to the challenge and create and identify it as a problem? Is this obstacle due to a minor issue, or is it related to some sort of miscalculation or misunderstanding that you based your original premise for the way you have proceeded? Have you reevaluated your goals and methodologies, and addressed your present and future action plans? Do you believe you can make some minor tweaks, or does your plan require a major overhaul? It is important to remember that nothing works every time, and the most successful people in history were those with the perseverance to proceed when others quit. How essential is this idea or program to your overall concept of what success means and implies? How important is this particular item to you and your vision? Why are they so important, because of your ego, or because of what you are trying to achieve?
2. There is often a fine line between being persistent and being too stubborn. The danger is the possibility of throwing good money after bad, and not accepting when enough may be enough! It is important for leaders in this type of scenario to analyze the cost versus benefit ratio, which means developing priorities and focusing on goals, rather than getting mired in micromanagement or less essential details. Are there alternatives that might help you gain your goal, in a better, more effective and even less costly manner? What are the pros and cons of continuing forward in an as - is manner, as opposed to making changes? Is the present approach salvagable and doable, or is it simply dragging down your overall approach and methodologies?
There are times when great leadership means fighting for an idea and continuing along a specific path and approach, while there are other circumstances when it makes more sense to abandon an idea that is not working. Great leaders must review their objectives, goals, and the needs of their organizations in a fair and unencumbered manner.
Richard has owned businesses, been a COO, CEO, and Director of Development, as well as a consultant. He has professionally run events, consulted to over a thousand leaders, and conducted personal development seminars, for over 30 years. Rich has written three books and well over a thousand articles. His company, PLAN2LEAD, LLC has an informative website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
Article Source: http://EzineArticles.com/?expert=Richard_Brody