So you want to launch a business...

Aim. Fire. Ready.

A leader or a man of action in a crisis almost always acts subconsciously and then thinks of the reasons for his action.

Jawaharlal Nehru

Sometimes the mind, for reasons we don't necessarily understand, just decides to go to the store for a quart of milk.

Diane Frolov and Andrew Schneider, Northern Exposure, Three Doctors, 1993

When it comes to something like dating, we all readily admit to the importance of what happens in the first instant when two people meet. But we won't admit to the importance of what happens in the first two seconds when we talk about what happens when someone encounters a new idea, or when we interview someone for a job, or when a military general has to make a decision in the heat of battle.

Malcolm Gladwell, author of Blink

So - what happens when we act in response to what Gladwell calls "rapid cognition?" What happens to us when others do the same?  Do we have a choice?  Or does it just happen?

Should grooming matter to an entrepreneur?  Must elevator pitches be airtight?  What's in a name?

Comments are open.  Let's have a hot discussion.

Goal-setting - the ugly secret

Inherent in every goal is permission to stop trying.

This is particularly dangerous in competitive environments - business, for example.  When specific, static targets are used to define the meaning of the enterprise, outcomes tend to be less than optimal, particularly for start-ups. Why?  Because, according to Gene Bellinger, as we near our goals most of us simply do not try as hard.  Our motivation wanes.  He uses systems theory to explain the phenomenon.  I prefer simple metaphors.  I use sports.

In 2006, Phil Mickelson led the U.S. Open by a stroke as he stepped to the 18th tee.  A par would win.  A bogey would force a playoff.  He had been playing steadily, reliably.  He was nearing his goal.  And he lost his edge.

Once focus is lost, once tension is relaxed, the door is open to the adversary.  Phil made four poor shots in a row and squandered his chance for a historical run of three grand slam wins in succession. 

In the 2007 Fiesta Bowl, upstart Boise State led Oklahoma 28-10 after 3-1/2 quarters of play.  Oklahoma sucked it up and roared back with to take the lead.  With seven seconds left to play Boise State was 50 yards out.  Oklahoma had it won.  They only had to survive one more play.  Oops.  At least they managed the tie that Phil had blown.  They didn't lose until overtime.  Oklahoma, it might be argued, played the game from a survivor mentality.  Boise State, on the other hand, played the entire game, and also the overtime, from an underdog mentality.

Many commentators have suggested that Tiger Woods plays golf as if he were trying to destroy his opponents.  His record is not perfect, of course.  No one is perfect.  But he almost never surrenders a lead.  In fact, he typically attempts to build his lead, even when logic might suggest defensive play.

Some football coaches are criticized for continuing to score against a clearly defeated opponent. 

Neither Tiger nor the football coaches want to lose their edge.  Regaining it is too difficult.  They look beyond the current game.  Relaxing and permitting sloppy play amounts to practicing mistakes, obviously a sub-optimal application of time and energy.  That's why the coaches never tell their starters to let up.  But to show good sportsmanship, they do usually send in their less skilled players.

So - what is the substitute for traditional goals?

Bellinger argues for pursuit of continuous improvement as a better model.  In industry this is called the Deming Cycle.  Vince Lombardi demanded "relentless" pursuit of perfection. (The Super Bowl trophy is named after him, by the way.)  It's not just your blogging buddy Jim Flowers arguing that traditionally conceived goals contain the seeds of eventual defeat. 

For any entrepreneur, commitment to a powerful, continuous process in support of a grand vision is far more reliable as a motivator, and as a management model.