How to go Fast; or How Not to be a Hero
Perhaps it’s starting to plan for the upcoming Black Friday, or perhaps it’s inspiration from my team, but recently I’ve been thinking about a phrase I use often: to go fast, go slow. More commonly quoted as:
“If you want to be fast, go slow” — Lao Tzu
We’ve all been in situations where the immediate action is reaction. Whether it’s instantly jumping on a problem, email, or person, it’s the fastest way to get something done. Or at least, it’s the fastest way to get something started.
Even with the absolute best motivation — like fixing an urgent production issue — an immediate reaction can result in, at best, not fixing the issue, and at worst, making the issue into a disaster.
My goal is to fix problems effectively, but not through reaction. Here’s what I try to bear in mind.
Facts?! There’s no time!
Reacting fast almost always results in making assumptions. With an immediate problem in front of you, it’s very easy to just see the problem and only the problem. If you want to go fast, you need to see what’s around you.
One of the first suggestions I make to new leaders is to listen to the voice in their head: that nagging doubt, that concern, and that curiosity.
And what happens when you’re reacting?
If a situation comes up, instead of immediately reacting, listen to that nagging doubt. What do you not see? What assumptions have you made? What do you need to find to make a better decision?
I’m going it alone!
When I explain to my team about going fast, I follow it up with another phrase I like for urgent situations:
It is all too easy to jump into a situation either because you’re responsible for the problem or you want to be seen as the person responsible for the fix! These are not negative motivations in themselves, but the result of not seeking help can make things worse not better.
Multiple people make more effective decisions than individuals. It’s a fact. Even if you’re the subject matter expert on a given issue, someone helping will spot flaws in what you’re doing, provide additional assistance if needed, and act as a sounding board for your thought process.
The issue is definitely this! Please let it be this!
Even having considered the facts and with someone helping, it’s all too easy to end up with a fix that turns from an absolute certainly into:
If you find yourself hoping for the best, you’ve already failed. At a minimum, you’ve opened yourself up to additional risk.
If you want to work fast, work methodically. If you start at the beginning, test your assumptions, and validate what is working, you’re on your way to finding your problem. It is hard to go wrong when you’re working with facts. It is hard not to go wrong when guessing.
Conclusion
Going slow to go fast can be applied in many, many ways, whether it is day-to-day work or infrequent challenges we’re faced with. It can be technology related or people related. It can also relate to global challenges easing an incredibly difficult period in global health.
Have you ever found yourself saying, ‘I really wish I’d rushed into that more’? I thought not.
No matter what your challenge, go slow.
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