| Start taking action (doing) rather than just trying. | | | | for implementation. If they do not, than you have |
| Trying arises under two conditions. First, the individual is | | | | nothing more than a thought experiment on your |
| not confident that his/her skills will allow a particular | | | | hands. |
| action to be accomplished. Second, it is an indication | | | | Changing your systems allows you as the business |
| that either a system is not in place or the one there is | | | | owner, manager, or leader to test out a possible |
| not effective. | | | | change to your business systems. Yet the |
| For the former, a lack of training could be the culprit or | | | | implementation of those systems should come in the |
| it may be that you simply have the wrong person in a | | | | form of dedicated focused action. No trying is |
| particular role. For the latter, all systems should clearly | | | | necessary. |
| dictate necessary actions. There is no need and no | | | | If you work for someone, avoid telling your manager |
| time for trying. Implementing the clearly outlined actions | | | | that you will "try" to do something. Just do it. If you |
| of a system eliminates the need to try. | | | | manage people, build your systems and position your |
| "But what about innovation or thinking outside of the | | | | team so that doing is straightforward and just trying is |
| box?" you might be shouting to me through your | | | | not. Do not plan to fail by trying. Plan to succeed |
| computer screen. Innovation and outside-the-box | | | | through doing. Your organization will notice the |
| thinking manifest themselves in the form of a system | | | | improvement. |