When I was a child I was taught that “If it’s worth doing it’s worth doing well.”
Years later, when I had became responsible for planning and strategic change in a global corporation, I found myself receiving requests from Head Office for increasingly bizarre and detailed pieces of information.
I was all set to produce accurate and precise responses to all these questions when my manager pointed out two things. First, he said, the answers I gave would never make the slightest difference to business performance, either for us or for the corporation. Second, each request was a drain on the time and energy of our managers and their teams: a distraction from the real work of serving customers.
Better, he said, to provide a ‘good enough’ answer quickly, with the minimum disruption to our teams, because:
“If it’s not worth doing it’s not worth doing well.”
When we know and let go of what’s not important we free up time to focus on what is.
(And that brings peace of mind, as well as increasing efficiency, effectiveness, and adaptability.)
The Churning’s inner leadership is all about clarifying your priorities and turning them into an inspiring vision
Chapter 4 asks you what it will take for you to have lived a worthwhile life, and uses that to identify your best option for moving forward.
Chapter 5 provides tools that help you to identify your purpose, and your values (which define how you want to go about achieving that purpose).
Chapter 6 shows you how to articulate your priority as a vision that will inspire you and others to achieve it.
Chapters 1 and 2 of outer leadership show how to identify the key factors for your organisation’s success in the business environment it will have to operate in.
Anything not related to these is not worth doing well.