The Cost of Distraction

by Sandy Nelson on April 5, 2011

311,097,000—the latest official count of the number of people in the United States of America—cannot and will not agree on anything. My partner and I will agree on some things but not on others. In your company, on your team, in your family, among your friends and within your community, if you endeavor to delay action until agreement is reached, you will become distracted, and it is highly unlikely that you will be able to perform at peak, achieve your goals or have meaningful impact with any consistency.

High performance competitors understand that while agreement is nice, making it the standard for action is, essentially, writing a ticket to mediocrity—if not outright irrelevance. Winners craft strategies and tactics around which people are willing to align, even though some may disagree.

Seeking agreement is distracting. The cost of distraction is high.

The market, indifferent to your need to be “right”, for unanimity of opinion and/or harmony in feeling, moves forward at lightening speed. Jump on the train or resign yourself to the role of spectator as life, events and commerce fly by in a flash of light.

 

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