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  • Manage The Unavoidable And Avoid The Unmanageable

    In life there are very few man-made “Black Swans.”

    Every since I started this enterprise: Upstart: Business and Management for 20-40 Year Old Professionals, I’ve had to deal with unexpected measures, both favorable and unwanted. What I learned is that preparation and forecasting are the keys to survival – and most important: an industrious business will delve into the details of what they’re supposed to know – while still expecting the unexpected will somehow find them.

    It is essential to embrace the fact that beneficial or horrible uprisings will occur within your business – out of nowhere – and at times, inconsequential to your own efforts, yet it’s not really about the thing – it never is: it’s always about how you respond. I believe the more prepared you are for the unexpected, the more you will be able to manage it with a sense of efficacy, and pivot to your next moments of purposeful performance.

    In the article Bibi and Barack, New York Times Op-ed columnist, Thomas L. Friedman, stated, “Manage the unavoidable and avoid the unmanageable.” I thought, “Wow,” this illustrates so much in terms of the “real power” we have to control anything, and focusing on what you can and cannot control is key to becoming something much more impressive than what you are now.

    I think “Manage the Unavoidable,” is such a profound statement within any process, because this usually signals the things we have been putting off – those issues, for whatever reason, that bring us the most trepidation, yet we often fail to recognize that we’ve made the thing bigger than it really is.

    I have found that very rarely is it the actual thing that is problematic – but it’s how we perceive it – the pain or difficulty in it, yet we never look at the offering through opportunity. Failing to see that by managing this specific area, we can now get to the creative measures: now start to work through the possibilities more complimentary to our skill-sets and passion – that we can focus on making money – focus on value creation for both the customer and the company.

    I have made my share of mistakes: still make them frequently and have accepted that they are an inherent and continuous component of evolving business, yet there are mistakes and there are  those which are something more serious – more urgent – those missteps, which might cause severe damage to the enterprise, or might compromise it altogether.

    “Avoid the Unmanageable:” usually means that something percolating,  is now simmering, and has been left without notice or the proper care, and that a derelict manifestation has corroded and metastasized, while seeping silently into other business areas, which were never thought to be within the synchronicity of the initial breakdown, and now all processes – – all networks are at risk. In life there are very few “Black Swans,” which are more aligned with natural events, yet most of the catastrophic occurrences otherwise are manmade, and have been created through greed, negligence or combinations of intentional and indifferent malfeasance.

    My point is that with a process to continually evaluate and strengthen your processes: to monitor both internal and external evolution of the business and to be steely about what’s right and immediate – and to make the real-time and perceived adjustments: no business should have to consider “Managing the Unmanageable.”

    Prepare, Forecast, Identify and Close Risk Gaps, Focus Forward and Peripherally, Change Before You Need to Change, Measure – and ask yourself” What If ……….?

    Go from there.

    I hope this helps.

    Good Luck.

    Calvin Wilson
    Founder and CEO

    Upstart: Business and Management for 20-40 Year Old Professionals

    Filed Under: Gamechangers


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