What is the best time to start towards our goal? How should we judge the right timing? When is the best time to act?
It is no surprise that the ‘when’ question in The Right Questions refers to time. Timing is critical, as time is the one truly limited resource, but selecting the right time to do something is not straightforward. Good timing makes the difference between success and failure but ideal timing is hard to achieve. It takes an equal measure of planning and wisdom to know when to implement strategies, to go for goals and ultimately achieve a mission.
Therefore we have to answer:
What are we going to invest our time in?
How much of our time should we invest?
When is the best time to do so?
Knowing when to move and how much time to invest in something is the secret of perfect timing.
“You may delay, but time will not.”
Benjamin Franklin
What should you spend your time doing?
Knowing what to spend your time on is a matter of prioritisation. You have to know what is the most important thing to do. To do that you have to understand why you even want to do something in the first place. If you are unsure then I recommend you read the following post on finding your values.
Once that you know why you are wanting to do something you can confirm what is the best thing to do. It may be that you already have a goal in mind.
Application of time: the discipline of practice
We would all like quick success but our biggest dreams will take considerable time and a lot of hard work to achieve. One wise person once told me that people overestimate what they can achieve in one year and underestimate what they can achieve in five or ten years. I have found this to be true.
Don’t underestimate the cumulative effect of applied time. Investors understand the power of compound interest when it comes to money. The same applies to the time we invest in something, including our personal development. If we continue to invest our time wisely and with focus then we can achieve great things.
Malcolm Gladwell in Outliers: The Story of Success did a study that explored the lives of many of the world’s most successful people and looked at the patterns behind their achievements. One large theme prevails: that it takes a concerted application of time to achieve anything truly great. Gladwell estimates that it requires 10,000 hours of quality practice to become an expert at one given thing or become world-class in a particular field. The key point here is not so much the 10,000 hours but the idea of effective or deliberate practice, something explained in detail by Robert Pool and Anders Ericsson in Peak: Secrets from the new science of expertise.
Deliberate practice:
Develops skills using a proven training techniques
Stretches the comfort zone; being just on the verge of one’s ability
Is based on specific, well-defined goals (both overall and for each practice)
Is purposeful and specifically focuses on those specific goals
Is a learning cycle reflective of Kolb’s model, where the concrete experience of practice leads to reflective observation, new abstract conceptualisation (mental representations) of what is being learned, followed by modification and active experimentation to get further feedback, and so the cycle continues.
So we not only make good habits and routines, but we then, through deliberate practice, make sure that the time we put in has the maximum impact and effect.
Counting the opportunity cost
If we are going to be that focused and invest our resources in one particular way we are going to have to count the cost. For every outlay of time or money there is an opportunity cost; the cost of not investing our resources somewhere else. In other words when we choose to do one thing, by default we choose to not do various other things.
You can become good at almost anything, but you cannot be good at everything.
We watch sports stars, standing on a podium receiving their gold medal at the moment of glory. What we don’t see is the years of training, the sweat and tears spent hour after hour, day after day, invested in the dream of that moment, in the winning of the prize. How many days and evenings out with friends were sacrificed? What number of holidays were foregone? Which alternative careers were declined? You can be sure that the opportunity cost was high.
There is no easy or quick win but through the right application of time, we can create our own perfect timing. The fulfilment of a vision is going to take time and hard work. That is why we need a dream to compel us, a mission to focus upon, and a passion to spur us forward, no matter what the obstacles are that lie in the way. If we have that level of compulsion we can make the investment of time that is needed to succeed.
“Hard work beats talent when talent doesn’t work hard.”
Tim Notke
Choosing the right time
Our time is finite; once spent we cannot claim it back. Therefore we need to be careful about how we spend it and when we spend it. Application is needed over the course of time to achieve success, but also there is often also a key moment to play the high stakes if you want to win big.
“I am building a fire, and every day I train, I add more fuel. At just the right moment, I light the match.”
Mia Hamm, Olympic gold-medal soccer player
You can invest the same amount of money in the stock market for a given amount of time, but when you choose to invest, re-invest or spend that money will make a big difference to whether you gain or lose money.
A marathon may take hours to run, so for an athlete, choosing the correct moment in the race to dig deep and close down the front runner could make the difference to between winning and losing.
Picking the ideal time is vital in maximising our effect and fulfilling our potential.
Creating the conditions for perfect timing
What a casual observer might call serendipity or synchronicity, those involved in a successful venture would call the careful aligning of positive factors – however seemingly unrelated – to bring about a positive outcome. Successful people create conditions for perfect timing.
Steve Jobs, the late CEO of Apple, was a master of this. It would seem that he was fortunate to launch products just when people needed them. The iPod, the iPhone and the iPad have all helped redefine the market for gadgets and made Apple a world leader in mobile technology. But it was no chance. Steve Jobs knew that you made your own luck, your own perfect timing. He produced a quality product but he also stirred people’s perceived need for his creations. The genius of Steve Jobs was that he did not do what his customers wanted; he did what they were going to want. Purchasers never quite knew what they needed until they had one, but upon owning an Apple product they were left unsure how they managed without one before.
Practice, patience and poise
It needs to be the right moment as even a good idea can fail because of bad timing. For example, there are good and bad times to change one’s career or launch a business. Everything has its season.
Equally some visions are ahead of their time. Leonardo de Vinci designed the revolving flying machine that preceded the invention of the helicopter by 400 years. We just have to hope that our dreams do not take so long to come to fulfilment!
It takes discipline as well as wisdom to seize the moment. Like a vigilant soldier, we need practice, patience and poise; practice to ensure we have all the preparation we need, patience to wait and poise in order to strike at the right moment.
How do you know when the time is right?
To have the best chance of creating the right conditions and picking the ideal time we have to be sure of where we are ultimately headed, of what we are doing and why. That is the reason that the ‘why, where and what’ questions of The Right Questions approach create the strategic framework within which we make our plans.
So what is the perfect timing for achieving your goal?
“Life is all about timing… the unreachable becomes reachable, the unavailable become available, the unattainable… attainable. Have the patience, wait it out. It’s all about timing.”
Stacey Charter
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!
What you prioritise, in your work and your leisure time, is important. It has a cumulative effect – for good or ill – over time. Therefore identifying and setting your priorities is key.
Every day we make decisions that reflect our values and priorities in life. Where we choose to spend our resources of time, energy and money reflect what we think is valuable.
What does it mean to have priorities?
I started playing the guitar in my teens but I had never really improved beyond a certain (and fairly basic) level. Why? Quite simply it was because I never practised enough. It was not that I did not like playing the guitar; it was just that I enjoyed other things more.
In my dreams, I could play like Jimi Hendrix. In my mind’s eye, I could see myself saving the day at a gig, strolling onto the stage to replace an injured lead guitarist and stunning my friends with amazing solos, my fingers a blur on the fretboard! But there was a big difference between successful guitarists and me. That difference went beyond just raw talent (of which I had very little).
Guitar legends such as Jimi Hendrix or Eric Clapton would pick a guitar up at the beginning of the day and would hardly put it down until they went to bed; it is like an extension of their body. I rarely picked mine up at all. When practising I got frustrated or bored pretty quickly. If I had the choice between practising for an hour or going to the gym I would generally choose the latter.
I realised that I did not have the motivation to be the guitarist I dreamed of being because I did not value it enough. It turned out that this dream was not one worth pursuing. Therefore, because I needed time to invest in other things I decided to sell my guitars and properly pursue other dreams. I did not want the good to be the enemy of the great.
How do you set your priorities?
How do you prioritise your time? Which things should you do and which things should you avoid? What principles or tools do you use to help you with prioritising?
Think about pastimes for a moment. How many things do you enjoy in your leisure time? I enjoy doing lots of different things: writing, reading, watching films, drawing, listening to music, keeping fit, playing sports and many more things besides. As time has gone on and more pressures are applied to my time I decided to take a good look at how I invested the finite time that I have. It was at this point I realised that there is no such thing as free time; you can spend it at will but you cannot pay to get any more, let alone claim a free top-up.
So I decided I needed to be more focused on how I spent my time. There were several things I read that particularly helped me here. Here are three recommended resources.
The Seven Habits of Highly Effective People
Firstly I read Stephen Covey’s book, The Seven Habits of Highly Effective People. This has a really practical way of prioritising tasks depending on their urgency and importance (also referred to as the Eisenhower Matrix). When analysing our time management it can be scary to see how much we spend on unimportant and non-urgent tasks. This can be surfing the web, or reading seemingly urgent (yet unimportant) emails that keep popping into our inbox. This challenged me so much that I now do not keep my email application open. I check it a maximum of a couple of times a day and prioritise the mail before I respond. I also turn off a lot of notifications on apps.
The Pareto Principle
Secondly, I read about the 80-20 rule, also known as the Pareto principle. This states that generally, 20% of our efforts produce 80% of the results. In other words, in business, 80% of profits come from 20% of your work. On the negative side, it is likely that 80% of your complaints come from 20% of your clients! Therefore, by identifying the most useful 20% of what we do (and who we work with) we can maximise that. By reinforcing success we can multiply what we can achieve. By cutting the dross we can also be more efficient.
Outliers: The Story of Success
Thirdly I read Anders Ericsson’s study (referred to in Malcolm Gladwell’s book ‘Outliers: The Story of Success’) that proposed that becoming really good at anything was more a matter of time than anything else, and around 10,000 hours of effective application was needed to excel at something (by the way, that equates to about 20 hours a week for 10 years – no small investment of time). I decided that I needed to identify my most effective gifts, time and tasks and concentrate on them. One simple application of this was how I use my day. My most productive time is in the morning, between breakfast and lunch. That is when I plan to do the bulk of my ‘productive’ tasks such as writing. The afternoon I reserve primarily for meetings, emails and things that require (for me) a slightly lower level of energy and concentration.
Prioritisation Techniques
From my reading there are several prioritisation techniques and tools that I have adopted. I have written other posts about the ones I use most. You can read them by following the links below:
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!
Choices. We have so many choices. But what is the best choice? How can we make sure we are doing the right thing? Can we ensure that we are choosing the right way and the best course of action?
One of the biggest challenges of decision-making is generating, assessing, and then choosing from among the different solutions there are to any given challenge. This is why for most decisions we use heuristics – simple rules of thumb – to avoid the extra brain power needed to make decisions. In neurological terms, we save load on the pre-frontal cortex by using automatic routines saved and accessed through the limbic system.
But we can’t always do that. Often, we are faced with a new or more important decision where we cannot entirely rely on previous experience. That might be buying a car or property, changing jobs, or just working out what to do in our free time, but if the choice has a large impact on time and money then we are likely to spend longer considering our options. Working out the best course of action (or “COA” in military parlance) is therefore a critical element of effective decision-making.
Asking the right questions to improve your decision
This stage of the decision-making cycle is all about considering options. By this point, we should have already established why we want to do something, what exactly we want to achieve and where we want to end up. Considering courses of action is about choice, we use the interrogative “which” within The Right Questions Framework. In other words, we are answering the questions:
Which options (courses of action) are available to me?
Which risks and opportunities will impact my decision?
Which is the best course of action?
This phase can be further broken down into several steps. To help make the best choice we want to:
Brainstorm multiple options
Refine several courses of action
Assess the courses of action
Identify obstacles and risks
Decide the preferred option
This can be remembered with the acronym BRAID.
Having made the decision, we then move on to the next phase of decision-making where we develop the plan (and answer the how, who and when questions). But for now, let’s examine the four steps outlined above.
Brainstorming your options: questions that will help you
When facing an important decision, it is generally a good idea to brainstorm multiple ideas before narrowing down the options. This is an important phase as it can unearth new ways of approaching a problem and can free us from certain assumptions. If we restrict ourselves at this stage to what we think is just sensible, affordable, or realistic then we might miss out on important opportunities or insights.
For example, when I am coaching people, I often get them to answer a set of questions that explore multiple ways of looking at an issue. These might include:
What do you think you should do?
What is the logical thing to do?
What would someone you respect do?
What do you dream of doing?
What would you do if resources were not a problem?
What would make you happy?
What would make you sad?
What would you do if you could turn back the clock?
Brainstorming with a team
When I go through this process I prefer to do some thinking on my own first. I would recommend that any team starts by working as individuals first, even if for just a few minutes. This means everyone is fully engaged with the process and you avoid group-think. The team then benefits from two different levels of creativity; the personal and the team dynamic. If you start with the whole group it is likely that some of the individual ideas will be lost.
Once you have drawn some initial observations on your own you can address the challenge again in a team environment. Other people will always bring an alternative view of a problem. So, I would recommend involving at least one other person in the thinking. Even if they just act as a sounding board of your ideas it will bring diversity to your thinking.
Lateral thought and forced association technique
You can also use lateral thinking techniques to generate ideas. One of the simplest lateral thinking techniques, and one I use when I am stuck for ideas, is the Forced Association technique. This method involves getting a set of random words or pictures and then linking them to the problem. This psychological hack forces our brain to create new neural pathways, linking otherwise associated packets of information in our neocortex. These new mental maps literally expand our minds to think of the problem in new ways and explore new solutions. If you want some help getting the random data then you can use free websites such as randomwordgenerator.com or randomwordgenerator.com.
For example, I am trying to think of what I want to do in my summer holidays. I used randomwordgenerator.com to give me a random word and it gave me ‘morning’. By thinking of the word ‘morning’ along with the idea of ‘vacation’ my brain starts to prompt questions such as:
What do I like to do in the morning?
Where would I like to wake up in the morning?
What would the perfect morning look like?
I am also flooded with pictures and memories; the sun coming up over a mountain as my feet crunch through frost-crusted snow, the smell of great coffee in an Italian café, the snuggly feeling of waking up in fresh hotel linen (knowing that I don’t have an alarm forcing me to get up). Suddenly I am full of ideas of things I want to do! And that is just one word and a few seconds of thinking.
I recommend having a play with the technique, even now for something you must do today. And if you are interested in exploring more techniques, then I recommend reading Lateral Thinking by Edward de Bono.
“Sometimes the situation is only a problem because it is looked at in a certain way. Looked at in another way, the right course of action may be so obvious that the problem no longer exists.”
Edward de Bono
Generating courses of action
Once you have brainstormed a long list of potential options, the next step is to refine this list down to a few preferred courses of action. Using the heuristic of The Rule of 3 I generally recommend three courses of action which can be developed in outline and inform a decision.
You could prioritise your list from the options using your intuition and what feels like the best option.
For example your intuitive options might be:
What is the most exciting option?
What is the most sensible option?
Which is the scariest option?
Alternatively, you might want to apply some rationale to the selection of your courses of action. One simple way to come up with three courses of action is to look at resources. You might ask:
What is the option if money is no object?
What is the option if time is no problem?
What is the option if people and skills are no problem?
Example of 3 Generic Courses of Action for projects and tasks:
When making a business or project plan then there are some other questions we can consider to create courses of action. For example:
Which course of action best fits what is most likely to happen?
Which course of action represents the worst possible situation?
Which course of action allows for the swiftest outcome?
Answering these questions allows three courses of action and outline plans that reflect
The logical plan (most likely)
The contingency plan (worst case)
The fastest effect plan (which is often the riskiest or costliest)
These questions work well when dealing with a critical (time-dependent) issue, so if these questions don’t suit (for example if money rather than time was the most important factor) then you could also ask:
Which is the most elegant (gold-pated) option?
Which is the simplest (silver) option?
Which is the cheapest (bronze) option?
Once three courses of action have been selected then the next step is to explore a simple outline plan for each. To do this we answer the questions:
How will we achieve the goal (what are the necessary milestones, tasks, or steps)?
How will this course of action be resourced?
When could or should each step be achieved?
Who can help or support each activity?
At this stage, we are not doing detailed planning so the answers to each of these can be simplified.
It is worth noting that this technique tends to favour business plans rather than personal plans. If you would like another way to prioritise your courses of action, I would recommend seeing which ones align most with your values (be that your personal values or organisational values). Using principles also helps us assess our three courses of action so we will explore that in the next section.
Assessing the courses of action using values and principles
Once we have three courses of action (with outlined plans to check their feasibility) the next stage is to assess them against each other and come up with the chosen course. As previously, you can just use your intuition to make the choice, but you may also want to apply some further logic. If you do have an initial gut feeling about which one you like, then make a note of it. Our intuition is based on our experience and preferences – so it is certainly worth considering – but it is also subject to our biases so it is worth noting to avoid subconscious bias subverting our decision-making.
My preferred way of assessing courses of action is by scoring them against a set of principles or values. To start, I will generally create a matrix, listing the courses of action on one axis and then the principle on the other. I then fill in the grid, scoring each course of action against each value out of 10. I then create a total score for each per the example below.
Principle 1
Principle 2
Principle 3
Total Score
Course of action 1
(Score 0-10)
Course of action 2
Course of action 3
Assessing Courses of Action against principles
There is no limit to the number of principles you want to employ but for simplicity, I would not recommend any more than 7-8.
The principles you choose are dependent upon the decision. You might want to use your personal values if it is a choice that most impacts you, such as a change of career. If you are making a business decision then you may want to use your organisation’s corporate values. Equally, there may be a set of specific principles you want to apply. For example, in an investment decision, you might want to employ principles from an expert such as Warren Buffet. It is worth taking a little time to make sure you have the most appropriate precepts to score your courses of action against.
Assessing courses of action with opportunity and risks
An alternative or subsequent way to assess the course of action is considering opportunity versus risk. It might be that risk was considered as one of your principles but if not then it is worth thinking about now. Identifying and assessing risk is a subject in itself but for each course of action, it should be relatively easy to identify the top 3-5 most significant risks.
These risks should then be weighed against the overall opportunity. As with risk, it might be that your chosen principles best summarise the opportunity of a given course of action. If not then consider the potential pay-off, in time, money or quality, for each course of action. Then you can weigh the risk versus the reward. For example, sometimes it is riskier to move quickly on a decision but the payoff – in terms of cumulative gain, time saved or first mover advantage – might be a risk worth taking. This is effectively a simple cost-benefit analysis of your courses of action.
Making the right choice (and better future decisions)
Finally, having assessed the courses of action you can make your choice. Depending upon which course of action scored the highest or had the best balance of risk versus opportunity, you can now commit to that option.
Having made the decision, you can then go on to more detailed planning. You will likely find that your new plans will also incorporate lessons from the other options you looked at. For example, you might well keep the worst-case or contingency plan up your sleeve just in case something goes wrong. Equally, you might have a plan that has stages that incorporate further decision points, dependent upon the balance of risk and reward. As the plans develop, you will discover that the thinking at this stage is not wasted.
Going through this process of creating and assessing courses of action has a further benefit. The formal process forces us to think deeper which will reinforce any learning points for the next decision. Recording the process, and the final choice, also allows us to go back and measure how effective our decisions were. We will not always get things right, but this reflective process will help improve overall decision-making. Decision-making is a skill like any other and for effective learning, we need to be able to reflect on what we have done.
Picking the best course of action
So, if you have options and want to make the best-informed decision follow these BRAID steps:
Brainstorm multiple options (be creative)
Refine courses of action (down to 3 ideally)
Assess the courses of action (against principles or values)
Identify obstacles (and mitigate the risks)
Decide upon the best course of action (make the choice)
And one final tip, think about when you want or need to make the decision. It is easy to prevaricate, put off a decision, or miss an opportunity entirely. Setting a deadline and creating a timeline for your decision-making helps to avoid these outcomes. Depending upon the impact of the decision you might want to spend 5 minutes or 5 hours thinking through your choice, but as productivity experts will tell you, the best starting point is assigning time to make the decision, as that is a task in itself.
So, what decision do you need to make and when? If you can’t make the choice now, then take a few seconds to schedule time in your diary. And if you want some further advice on the steps to take then check out A Blueprint for Better Decision-Making.
“Opportunities multiply as they are seized.”
Sun Tzu
If you want the right answers you have to start with the right questions
About The Right Questions
The Right Questions is for people who want greater clarity, purpose and success. There is a wealth of resources to boost your effectiveness in achieving goals, your leadership of yourself and others, and your decision-making.
Wherever you are on your journey, I hope that you find information on this site to help you on the next leg of your quest. Even if that is just the inspiration to take one small step in the right direction, then that is a success. If you can take pleasure in learning and travelling as you go, then so much the better.
I love to serve people, helping them unlock their potential, empowering them as leaders, and assisting them in achieving their goals. Please get in touch and let me know how I can support you!