Thank Goodness It's Monday #360

NO SMALL POTATOES!

USE “SCARCITY THINKING”

TO YOUR ADVANTAGE

“You want fries with that?” These days you may hesitate to say “Yes” to French fries for any of a number of right-minded reasons, but --

Strange but true: There was a time in history when, for many in the world, potatoes were not a popular food. As not-so-long-ago as the late 1700s --

·         The French thought potatoes, fried “pommes frites” or otherwise, were connected with leprosy.

·         In meat-loving England, farmers and urban workers regarded potatoes with extreme distaste.

·         Throughout Europe, potatoes were regarded with suspicion, distaste, and fear. Generally considered unfit for human consumption, potatoes were used largely as animal fodder.

·         In the Russian Empire, Catherine the Great ordered her subjects to begin cultivating the tuber, but many ignored this order. They were supported in this dissension by the Orthodox Church, which argued that potatoes were suspect because they were not mentioned in the Bible.

In Prussia, however:

Frederick the Great
(Friedrich der Große)
aka "Old Fritz"
painted several years after
he planted his potatoes

Frederick the Great (1712 – 1786) saw the potato's potential to help feed his nation and lower the price of bread. But he too faced the challenge of overcoming his subjects’ prejudice against the plant. When he issued a 1774 order for them to grow potatoes as protection against famine, the town of Kolberg replied: "The things have neither smell nor taste, not even the dogs will eat them, so what use are they to us?"

Trying a less direct approach to encourage his subjects to begin planting potatoes, Frederick used a bit of –

Reverse Psychology: He planted a royal field of potato plants and stationed a heavy guard to protect this field from thieves. Nearby peasants naturally assumed that anything worth guarding was worth stealing, and so snuck into the field and snatched the plants for their home gardens.

 This, of course, was entirely in line with Frederick's wishes.

TGIM Takeaway: The human need to get in on the action and get a share of the “scarce” commodity makes us crave it even more-- especially when choice is limited or threatened.

The idea’s not “small potatoes.” Scarcity thinking can increase the value of any product or service. Scarcity thinking drives people to action.

This “Law of Scarcity” not only pertains to physical products, but also to time, information, price and knowledge.

A 21st Century case in point: Even if your head, heart and pocketbook told you otherwise, didn’t you want to participate in the Facebook IPO for fear of missing out?

It’s human nature: We don’t want to miss out on anything we might have had. We get uptight. We get all noble about “having our freedom.” We dislike having restrictions placed on us and will even act in uncharacteristic ways to not miss out.

Instead of thinking, “OK, I can do without that,” we take the opposite approach and the restricted item becomes even more important to us. Researchers call this tendency –

Reactance. Because we hate feeling restricted, we are highly motivated to resolve anything that creates that feeling. It’s like that version of the so-called Serenity Prayer that goes, “Lord, give me patience …”

“… And I want it NOW!” The Law of Scarcity works in part because it makes people feel as if they will lose all opportunity to act if they do not do so immediately.

Fear-of-Loss Thinking. The mental trigger of missing out causes such great anxiety in people that they act to prevent loss even though they may not be particularly interested in the object itself. When you feel the availability, timing or price may change against you without notice, you are driven to acquire.

It’s classic. Study after study confirms it as a consistent and constant phenomenon, even when we’re aware of it.

So, now that you’ve been alerted, what should you do with this Law of Scarcity awareness?

Use this insight wisely, grasshopper. It’s not necessarily a bad thing, no matter which side of the transaction you’re on.

►Are you acquiring? For many issues of varying importance, most of us hesitate – often out of some scarcely acknowledged fear – in making the commitment. We naturally want to put it off. We convince ourselves we need more time to think about it.

So sometimes a “scarcity” argument is necessary to help move us to a decision.

►Are you selling? As a consultative seller or people persuader, be aware that the longer prospects put off the decision, the less likely they are to make the decision for you. Yours may be the perfect solution for them, something they really can use right now, but if you let them drift, everyone loses.

TGIM ACTION IDEA: Creating scarcity helps them make their decision. And faster action also eliminates the long-term drain on your time and resources.

TGIM IDEA IN ACTION: It doesn’t take some high-pressure, sleazy-seller, morally-questionable “moves” to create legitimate scarcity with your product or service. To create scarcity, just be sure you have some or all of four elements in place:

#1: Deadlines. We all operate on deadlines in our personal lives and in our businesses. They’re accepted and expected. No deadline means no action. So give prospects clear decision points, cut-offs, point-of-no-return deadlines.

#2: Limits. Folks are more motivated to take action when they feel they are competing for a resource limited in some manner such as quantity or accessibility.

#3: Potential loss. It’s not unfairly manipulative to state your case in a way that is more powerful for you. So create a state of emotion in which the prospect can clearly see the potential for loss.

Easy-to-grasp example: “Imagine how much money you’ll save if you make that considerable outlay for home insulation or replacement windows.” No, wait: “Do you realize how much money you’re losing by not improving your property?” Ask any home improvement seller which approach creates more urgency and closes more deals.

#4: Restrict freedom. It’s what Frederick the Great used. (Hardcore salesmanship calls this the “Take Away” close.) If you take away the opportunity for the prospect to get involved with your product or service, they reactantly want it more. If they perk up and find they’re truly interested, that’s great. If not, they will walk. Either way, everyone’s saved time and energy.

So about that burger order … You bet you’ll have the fries. Because the limited-edition, movie-tie-in toy that your small person wants is available until Friday only with the Junior Achiever Happy Meal.

No small potatoes: Now, want to Super-Size that for only a dollar more?

Geoff Steck   
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com

P.S. “No complaint ... is more common than that of a scarcity of money.” The Scottish philosopher and economist Adam Smith (1723 – 1790) shared that thought.

P.P.S.  How many Law-of-Scarcity reasons can you find in the pitch below? And what are you going to do about it?

Speak Like A Pro II –

Wednesday, June 20, 2012

At Park 33 in Freehold, NJ

is over 75% full

There is no additional room to expand, so –

RESERVE YOUR SEAT(S) NOW!

(It’s likely there will be NO at-the-door tickets available)

Click through HERE

for details and to secure your place

and your Early-Bird Saving

I look forward to seeing you in there.

Thank Goodness It's Monday #359

MASLOW’S HEIRARCHY

AND YOUR NEEDS (AND MINE)

The Newark Museum is the largest museum in NJ with over 80 galleries of inspiration and exploration, educational offerings, innovative family experiences, special events and musical performances.

I was born in Newark a long, long time ago. I’ve been a museum fan since my childhood and remain an enthusiastic supporter, both in the real world and via social media. And a recent Facebook post by the museum brought back old-school Marketing 101 lessons and made me consider anew some TGIM-worthy ideas I want to share. 



Abraham Maslow
(1908 - 1970)
Professor of Psychology

Here’s what the museum posted:

“A musician must make music,

an artist must paint,

a poet must write,

if he is to be at peace with himself.

What a man can be, he must be.”

~ Abraham Maslow

First, some perspective: A just-launched summer-of-2012 exhibition features the work of Romare Bearden (1911-1988) whose close connection to the musical influences of his era crossfoot nicely with the free Jazz in the Garden events the museum hosts each summer. So much so, in fact, that a Jazz Tribute to Romare Bearden with pianist and composer Geri Allen will kick things off this Thursday evening. (Details here.)

Then, early this fall, the Geraldine R. Dodge Poetry Festival will take place across the city.  

So Maslow’s “musician… artist … poet” observation has great context. 

Now, to the TGIM point: You don’t have to have the slightest interest in music, visual art or poetry to relate with Abraham Maslow’s observation. Start by considering --

Why you know the name. Maslow's “Hierarchy of Needs.”  It’s a psychological theory he proposed in a 1943 paper "A Theory of Human Motivation." Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans. 

Maslow used the terms— 

Physiological needs

Safety needs

Belongingness & Love Needs

Esteem Needs

Need to Know & Understand

Aesthetic Needs

and finally

Self-Actualization

Transcendence

-- to describe the pattern that he felt human motivations generally move through.

Maslow's “Hierarchy of Needs” is often portrayed in the shape of a pyramid, with the largest and most fundamental levels of needs at the bottom, and the need for self-actualization at the top, although Maslow himself didn’t lay them out that way.

Marketing 101 refresher: Courses in marketing teach Maslow's hierarchy as one of the first theories providing a basis for understanding consumers' motives for action. 

It works like this: 

Find a need and fill it. Marketers have historically looked toward consumers' needs to define their actions in the market. If producers design products meeting consumer needs, consumers will more often choose those products over those of competitors. Whichever product better fills the void created by the need will be chosen more frequently, thus increasing sales.

What motivates you? The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency needs." Maslow's theory suggests that these most basic needs must be met before the individual will strongly desire (or focus motivation upon) the higher level self-actualization needs.

“What a man can be, he must be.” 

TGIM Takeaway: Self-actualization pertains to what a person's full potential is and realizing that potential. Maslow describes this as the desire to become more and more what one is; to become everything that one is capable of becoming.                                                            

It’s NOT “For Artists Only.” (Or “For men only” – hey, Maslow was writing nearly 70 years ago.) When applied to individuals the need is specific. For example one individual may have the strong desire to become an ideal parent. In another person it may be expressed athletically. Maybe it’s success in business or as a teacher. And, of course, in others it may be expressed creatively in words, pictures, or inventions.

Here’s the catch: To reach a clear understanding of the Self Actualization and Transcendence level, we must first not only achieve the previous levels but –

Master them. Easier said than done? 

You bet. But there are fortunate developments that work to our advantage.

If you’re reading this, you’re well on your way. We live in a time and place and society where, despite evolving economic conditions we may view as challenging, our “Deficiency Needs” are not overwhelming. If you’ve got a roof over your head, food in your refrigerator, and a place to sleep, you are, by some estimates, “richer” than 75 percent of the world. Got money in the bank, your wallet and some spare change in your pocket? You’re among the top 8 percent of the world’s wealthy.

So we’ve got a good jump on having the Maslow fundamentals covered and can concentrate on the top tiers. 

Here’s one proven-in-action way:

TGIM ACTION IDEA: Surround yourself with success.

TGIM IDEA IN ACTION: Maslow studied what he called “exemplary people” such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass. We can do the same. 

And with all our 21^st Century advantages and connected-ness, we can do it far more easily than any group before us.

So what are you waiting for? I hope this TGIM gives us a good start at becoming more and more of both what we are and what we are capable of becoming.

It may not be poetry, but I know I’m feeling more at peace with myself. 

Geoff Steck   
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com

P.S. It’s interesting to think of how a museum – especially one in a time and place as my Newark Museum – plays a vital role in filling needs deficiencies and stimulating the desire to move on and achieve more. That's what a great museum like Newark does. And I bet there’s an equivalent institution near you. My TGIM vote: Check it out, visit, “Friend” it up, and support it.

Thank Goodness It's Monday #358

MEMORIAL DAY TAKEAWAY

FROM ANCIENT ATHENS

On Memorial Days past we’ve talked here about the domestic origins and meaning of this day of remembrance.

This year I’d like to briefly revisit the underlying significance of the commemoration on a slightly larger scale.

Set the Wayback Machine.

Destination: Ancient Greece.

Time: About 404 BCE.

Event: The Peloponnesian War.

Stay with me now. I’m not going to launch into a boring history lesson. (At least I hope not.)

Bust of Pericles bearing the inscription
"Pericles, son of Xanthippus, Athenian".
Roman copy after a Greek original
from ca. 430 BCE

On the table for TGIM purposes this Memorial Day is just a wee bit of that ancient history, a speech the preeminent Athenian historian Thucydides attributes to Pericles -- a prominent and influential Greek statesman, orator, and general of Athens during the city's Golden Age.

“Golden” because: It is principally through his efforts that Athens holds the reputation of being the educational and cultural centre of the ancient Greek world. Pericles promoted the arts and literature. He started an ambitious project that generated most of the surviving structures on the Acropolis (including the Parthenon). This project beautified the city, exhibited its glory, and gave work to the people. Pericles also fostered Athenian democracy to such an extent that critics call him a populist.

If you want many more details, read Thucydides’ History of the Peloponnesian War 

Or –

Just read excerpts of the speech that is the object of our attention for the next few minutes.  

More specifically that speech is --

A Funeral Oration. Pericles is speaking at the end of the first year of the Peloponnesian War. The oration that’s cited is delivered at an annual “funeral” for those who lost their lives fighting. So it has a –

Memorial Day connection: In many respects it has much in common with the speechifying you may encounter this Memorial Day – if you allow that this Monday Holiday is more than a day off from work, a bargain sales bonanza, and cookouts and a prelude to full blown summer.

The speech begins by praising the custom of the public funeral for the war dead, but criticizes the inclusion of the speech, arguing that the "reputations of many brave men" should "not be imperiled in the mouth of a single individual.”

Sounds like something you’d expect to hear today, right? 

Next Pericles argues that the speaker of the oration has the impossible task of satisfying the associates of the dead, who would wish that their deeds be magnified, while everyone else might feel sheepish and jealous and suspect exaggeration.

Again, sentiments familiar in the modern Memorial Day address.

Next Pericles departs significantly from the example of other Athenian funeral orations and skips over the great martial achievements of Athens' past. He proposes to focus instead on "the road by which we reached our position, the form of government under which our greatness grew, and the national habits out of which it sprang".

"If we look to the laws,” he says, “they afford equal justice to all in their private differences... If a man is able to serve the state, he is not hindered by the obscurity of his condition. The freedom we enjoy in our government extends also to our ordinary life. There, far from exercising a jealous surveillance over each other, we do not feel called upon to be angry with our neighbor for doing what he likes..."

Sound familiar? These lines form the roots of the famous modern day ideal: "Equal justice under law." And in a year of significant national-level elections, you’ll hear similar talk throughout the campaigns as well as on this Memorial Day.

Finally, Pericles links his praise of the city/state to the dead Athenians for whom he is speaking, "...for the Athens that I have celebrated is only what the heroism of these and their like have made her.”

No doubt you’ll hear such ancient and universal sentiments expressed today.

Easy-to-grasp American parallel: American Civil War scholar Garry Wills sees parallels of Pericles' funeral oration in Lincoln's Gettysburg Address – certainly a “Memorial Day” touchstone if ever there was one. 

And while it‘s uncertain to what degree Lincoln was directly influenced by Pericles' Funeral Oration, Edward Everett, who delivered a lengthy speech at the same ceremony at Gettysburg, began by describing the "Athenian example.”

In the 21^st Century: Take an additional moment this modern Memorial Day to absorb one more Periclean lesson from the Golden Age of Athens. 

TGIM ACTION IDEA: Official commemorations, and parades, and monuments, and speeches are all well and good. But these public, collective proclamations are not the ultimate tribute and miss the point somewhat. 

Just as our modern Memorial Day observance began with decorating the graves of both Union and Confederate soldiers in the late 1860s, we must hold firmly to the understanding that, no matter who is victorious or whose cause is “right,” the ultimate sacrifice made in pursuit of sincerely held beliefs is no less painful for the living of either side.

Thucydides has Pericles remind us: 

“For this offering of their lives made in common by them all, they, each of them, individually, received that renown which never grows old; and for a sepulcher, not so much that in which their bones have been deposited, but that noblest of shrines wherein their glory is laid up to be eternally remembered upon every occasion on which deed or story shall call for its commemoration. 

“For heroes have the whole earth for their tomb; and in lands far from their own, where the column with its epitaph declares it, there is enshrined in every breast a record unwritten with no tablet to preserve it, except that of the heart.”

TGIM IDEA IN ACTION: In some quiet moment today, examine your heart.  I hope this Memorial Day provides you with an opportunity to reflect on the ideas of contribution and sacrifice as well as effective ways we all can contribute to making this age a Golden Age for ourselves and our world. 

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com

P.S. Thucydides/Pericles ends the Funeral Oration: "My task is now finished. I have performed it to the best of my ability, and in word, at least, the requirements of the law are now satisfied. If deeds be in question, those who are here interred have received part of their honors already, and for the rest, their children will be brought up till manhood at the public expense: the state thus offers a valuable prize, as the garland of victory in this race of valor, for the reward both of those who have fallen and their survivors. And where the rewards for merit are greatest, there are found the best citizens. 

"And now that you have brought to a close your lamentations for your relatives, you may depart."

Thank Goodness It's Monday #357

MAKE DECISION MAKING

AS EASY AS

“HEADS OR TAILS”

The coin toss … heads or tails … has, as we know, inherently, only two possible outcomes which are -- given a true, balanced, unbiased coin –

Equal. So “Call it!” is a generally neutral and equitable way to choose between two alternatives; a simple and impartial way of settling a dispute or deciding between two (or more, if you plan correctly) options. 

In a theoretically perfect situation, the old “heads you win/tails you lose” flip provides even odds to either choice or side. So it’s used in all manner of decision-making.

Even the coin toss has a video moment
 in John Madden Football

And even when all things are not equal -- for example, where determining who gets a perceived advantage or where other decision-making approaches might lead to an injurious struggle -- an unprejudiced coin flip is used to resolve disputes with a minimum of effort and to sidestep an otherwise difficult situation.


The historical origin of coin flipping is rooted in the interpretation of a chance outcome as the expression of Divine Will.

Is it? (Divine Will, that is.)

Not quite. (Or, at least, we can say with great certainty, not usually.)

But you can use a coin flip to perform a psychological experiment on yourself, and the result of that experiment could help you choose.

In fact, it’s a technique that’s attributed to no less a psychological authority than Austrian neurologist and psychoanalyst, Sigmund Freud.

(Full disclosure: I’m a bit skeptical about the attribution. I found numerous Freud references but no Sigmund-at-the-source documentation. But I’m going with it anyway.)  

How does it work? Well, once you’re down to just a couple of can’t-seem-to-decide- between-them choices, grab a coin. (Or click through below to a Coin Flipper form that allows you to flip virtual coins, the outcomes randomized by some kind of algorithmic, computer-connected, beyond-my-understanding relationship to atmospheric noise.)

TGIM ACTION IDEA: Designate one choice “Heads” … 

the other choice will be other “Tails” …

and now–

FLIP! 

The outcome? Not important.

Not important?

WTF? (What The Freud? Or … What The Flip?)

If we’re deferring our decision to the coin, how can the coin-toss outcome NOT be important?

The point of the Freudian coin toss: It’s NOT to actually determine the decision, but to force you to clarify your feelings.

TGIM IDEA IN ACTION: Got your coin-toss answer? Now check your “gut.”

Siggie sez: Your gut reaction to that flippin’ outcome is what’s important. Like this:



Sigmund Freud
in the iconic 
  1921 Max Halberstadt
picture

         You chose “Heads” and “Heads” turn up.

                                    Alright!

     You make a spontaneous involuntary fist pump and your inner voice cheers,“Yessss!”

                 Or …

         You chose “Heads” and “Tails” turn up.

                                    Arrgh!
   Your stomach flips, your head droops, you get a sinking feeling and the idea --
                 “Maybe two out of three …”
-- flashes through your brain.

Congratulations either way: That unambiguous insight helps you come to the decision that’s right for you.

In a nutshell: Sometimes giving yourself a point to focus on brings out what you subconsciously wanted to do anyway. If you assign the decisions to the coin flip, you'll often end up making the decision you wanted to despite what the coin says.

Sigmund Freud (1856-1939), it’s claimed, explained…

"I did not say you should follow blindly what the coin tells you. What I want you to do is to note what the coin indicates. Then look into your own reactions.

Ask yourself: Am I pleased? Am I disappointed? That will help you to recognize how you really feel about the matter, deep down inside. With that as a basis, you’ll then be ready to make up your mind and come to the right decision.”

Of course, if you have some reservations about whether this strategy is or isn’t right for you, I say --

Go Ahead And Try It. Hey! It’s a coin toss …

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square
Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com

P.S. In the spirit of discovering how you feel about decision alternatives via a coin toss, there's no doubt that Sigmund Freud did say, in a letter to Wilhelm Fliess dated October 15, 1897: “Being entirely honest with oneself is a good exercise.”

Thank Goodness It's Monday #356

HOW TO “DO IT”

WHEN YOU CAN’T “JUST DO IT”

“Just Do It” -- the so-called Nike Rule.

According to the commonly accepted lore,

the Nike "swoosh'" was created

by freelance designer Carolyn Davidson,

while she was a graphic design student

at Portland State University.

Nike founder Phil Knight

was teaching accounting classes

and approached Davidson for ideas for this new brand

 for his company, Blue Ribbon Sports (BRS).

The Nike swoosh was created when Carolyn,

frustrated about not being able to create a "new" "fresh" logo,

drew a quick check on a paper.

In the spring of 1971,

Davidson presented a number of design options.  

Knight and other BRS executives ultimately selected the Swoosh.

"I don't love it," Knight told her, "but I think it will grow on me."

Davidson submitted a bill for $35 for her work.

On one hand: As students of self improvement, we can certainly endorse the underlying fundamental spirit of a procrastination-sidestepping “Just Do It” mindset.

And on the other: We must also allow that “Just Do It” is first and foremost a marketing/advertising slogan, albeit an extraordinarily successful one. Nike is the only company to win “Advertiser of the Year” twice.

So here’s the thing: In a real world decision-making process of multi-layered alternatives, an oh-so-cool “Just Do It” approach doesn’t necessarily create the best outcomes.

What does?

Ah, I’m glad you asked.

TGIM ACTION IDEA: For most real world decision-making situations we’re routinely involved in, taking time and pinpointing certain elements may greatly assist and enhance the process and yield the best outcomes.

TGIM IDEA IN ACTION: Do not “Just Do It” and shoot from the hip. Here’s a 6-step method that’s not hard to grasp and reliably gets you closer to the time and place where you can just “Do It.”

#1: Analyze and identify the situation. Clarify the state of affairs you’re trying to resolve. 

Sometimes this step is simple.  For example, there may be a vacancy on your staff.  You want to promote one of several possible subordinates into the spot.  You have to make the decision; choose among them.

However, some situations may not be clear-cut: Say a group you have some responsibility for is doing poorly.  Before you can make a remedial decision, you have to take into consideration the circumstances, find out what’s wrong, and why it’s wrong, in order to proceed.

#2: Develop alternatives.  In every decision-requiring circumstance, there are at least two possible actions: Taking action or not taking action.  In most cases there are more. 

For instance: In remedying a vacancy in your staff you might –

► Promote the person who is most familiar with the duties of the open job.

► Set up some kind of test which will make it possible for you to grade the qualifications of the applicants for the job.

► Ask for volunteers.

► Hire from the outside.

► Leave it unfilled.

#3: Compare alternatives. There are few cases where we’d be lucky enough to have one alternative that represents the likelihood of 100% satisfaction. Usually each alternative has advantages and disadvantages. An alternative that you might prefer may be too costly; or you may lack the manpower to carry it out. Where the decision is critical, take the time to actually write out the advantages and disadvantages of each alternative.

#4: Rate the risk. In decision-making, the usual scenario is one where every alternative you’re considering includes –

An uncertainty factor. Since you seldom have total information about the situation you are dealing with, you can never be sure that the decision you make will be completely satisfactory.

Accordingly, in considering alternatives, is important to rate the degree of risk each one involves. Obviously, this must be an estimate. Yet this approximation should be a part of the considerations that lead you to select the most desirable alternative.

In rating the risk, you may use percentages or any other ranking system you prefer—grading from 1 to 10, using the academic A to F rating, and so on.

#5: Select the best alternative. If the previous steps have been done carefully, it is possible that the most likely alternative becomes self evident. 

But there are other possibilities:

► No alternative is desirable. The riskiness of alternatives, for example, may properly persuade you not to take any action because no move you can think of at the time promises to be successful.

► Merge two or more alternatives. In some cases you may find that, while no single alternative provides the averages you want, combining elements of two or more provides you with the most likely plan.

► The “resources factor” may swing your decision. Alternative A may have more advantages than Alternative B. However, in carrying out Alternative B, you may have a piece of equipment that promises to save the day.  Or -- and this element is often crucial -- you may have a subordinate of outstanding caliber who will make Alternative B a much better bet because of his or her availability for this move.

While it is wise to gather information and check facts yourself, it may also be prudent to be forward looking and get additional expert opinion and project the possibilities into the future.

And keep in mind: Decision making is always an imperfect process. There will still remain some uncertainty in your attempt to pinpoint the best move. This uncertainty element can never be completely eliminated. So --

Trust yourself: In the final analysis, the usual practice is for the decision maker to select between two otherwise “even” alternatives by a hunch or intuition. Don’t underestimate the importance of your feeling. Veteran executives consider intuition a standard part of decision-making and use it when facts, logic, or systematic considerations are unavailable.

#6: Get into gear. After a decision has been made, it must be made operative.  You, your team, or a subordinate, must take on the assignment of getting the people, resources, and so on, involved in putting the decision to work.

Make it so: A decision implemented with energy and conviction can make a sizable difference in the outcome. 

It may seem like an unnecessary emphasis to make this final point at all. But the fact is, many a decision, made even after days or weeks of effort, fails to produce results. Or, the decision is followed up in such a weak fashion that -- despite its many excellences --  only mediocre results are achieved.

Your move: The manner in which a decision is communicated to the people who will be affected by it is, in itself, an important factor.  And the manner in which the assignments represented by the decision are given to the people who are to carry out the plan is a major aspect of its effectiveness.

Maybe now is the time to gather the team … explain how thoughtfully you and others worked your way through the 6-step decision-making process … and then exhort them to –

“Just Do It!”

That will “Do It” for this TGIM.

Let’s “Do It” again next Monday.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square
Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com

P.S. How was “Just Do It” coined? Here’s a condensed version of the story. (Spoiler Alert: It’s not as uplifting as you might like.).

Dan Weiden, cofounder of the ad firm Weiden+Kennedy told the Ad Club of New York in 2009: W+K had just finished 8 disparate Nike commercials and Dan felt something was needed to tie them all together.

One evening, Gary Gilmore, who committed notable murders in Utah, came to mind. Gilmore had been sentenced to death by firing squad and, when asked what his last words were, he said, “Let’s do it.”

Dan found this provocative and twisted it a tad to “Just do it.”

When it was presented to creative staff in the agency, they weren’t sure about it and said, in effect, “Whatever, Dan.”

Nike was also unsure on using the line.

Here’s Dan telling the story at another time: Just Do It