Generating results and timely delivery of assignments are two of the biggest factors that shape the career of an individual.The room for error is minimal and any shortfall is detrimental to the modern-day career. As a member of the corporate clan, you don't work in a vacuum; your assignment is mostly a step in the bigger chain of tasks and work. If you are the weakest link in the chain and the whole ecosystem is disrupted, be ready to get fired even though the delay may be minimal. It is not about the delay on your part; it is about the cascading effect it has on the entire workflow and the corporate deliverables.
So what are the common things, which add up to delaying the deliverables?
YOU ARE A PERFECTIONIST
Perfection is not because of an individual; perfection is a mindset that pervades the organisation and is deep-rooted in its culture. If by any chance your organisation's ecosystem were not great, you would forever be in the `work, re-work' loop.Perfectionism is tough to let go of because people tend to see it as a positive trait and are happy in delaying the product. You pride yourself in never being wrong, your perfectionism stems from collecting more data than others do to improve the chances of a fault-free decision and therefore, you detest making decisions early on without complete data. The real test is in being someone who can make decisions with 80 per cent of the data. Trust your intuition a little bit more and with your good experience, you wouldn't stray too far.
YOU PROCRASTINATE
One of Murphy's laws says, "The first 90 per cent of the tasks take ten per cent of the time and the other ten per cent take 90 per cent of your time." You believe that keeping things open till the last minute will lead to better decisions and your history is a testimony to the fact. You like working with your team extremely hard in the last leg of the project. According to you, burning the midnight oil with the team makes the team bond better and people who don't subscribe to this thought, are not a good cultural fit; they need to be coached at best or sacked for the common good.
YOU DON'T LIKE TAKING RISKS
Taking action may involve pushing the envelope, taking chances, charting newer paths and traversing newer terrains. Doing these things does put you at risk, as you will be prone to more misfires and mistakes. However, history says that successful executives have made more mistakes in their career than those who are not so successful.
You believe in measuring risks and taking a cautious approach.Why should you be the one foraying into newer ideas? Your task is to execute along the set-lines and when anything falls outside the boundary, the best thing to do is to wait and watch for others to jump. It is always safer to side with the majority; with this, you can never be blamed.
YOU GET CAUGHT IN THE PARALYSIS OF ANALYSIS
You firmly believe that the data on hand needs to be analysed and dissected to the `T' and you believe in statistics only.Emotions and beliefs are of no use and should not be used to substitute for analysis. Once you complete the decisions, there are quite a few options and each of those hypotheses need to be tested and simulations need to be run. All this takes time and you fail to understand why the world doesn't understand such a simple need. Decisions are important and the company needs to wait till all the minute details are flushed out.
Don't try to get all the answers, leave some things to fate and put all the pros and cons of your decision on the table for everyone to see and comment on. Take decisions with lesser data using the power of your people network. Don't worry about being successful all the time; it's neither practical nor possible.
The author is an HR consult ant and owner of Humanresourcesblog.in
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