Brigadier General Erwin Rommel, who led Germany’s 7th Panzer Division in World War II, was tasked with the 1940 campaign to take France. His forces broke through French lines within 24 hours of the battle's beginning. Neither stopping to rest nor consolidate their hard-earned victories, the division raced ahead. They advanced a staggering 48 km in 24 hours. Rommel’s decisive actions, combined with the speed of his mobile units, left the French unprepared to defend Paris.
As managers and leaders, we know our realities are worlds apart from those of the Desert Fox; yet there are valuable lessons we can draw from his example. R. H. S. Stolfi, professor emeritus at the US Naval Postgraduate School in Monterey, CA, writes that Rommel and the 7th Panzer Division "exemplified the philosophy… [that] it was always right to act; it was always wrong to wait for more information, more troops, more firepower to clear up uncertainty. They demonstrated a willingness to accept uncertainty, a determination to act and a preference for the oral order over the written."
Our nerves have been tested by the pandemic like never before. It would be understandable for us to freeze up with a feeling of helplessness or experience a “paralysis by analysis”. But such stasis can affect our business, our team and ourselves considerably. Accepting that the fear we feel is real, that what we know is incomplete, we can begin to take steps. These steps may be small to begin with – they allow us to test the waters and learn what works and what does not. Deciding to act in a calm, deliberate, unfrenzied way carries many benefits that include:
- We gain a feeling of agency, a feeling of not being helpless
- We present ourselves with multiple opportunities for feedback and learning and thus, growth
- Our actions can unearth opportunities of growth and business that did not exist before
- We may seize opportunities that have a limited window
- Our team members receive assurance that we are neither asleep at the wheel nor immobilized by fear
- We can start to develop a habit of purposeful action rather than one of procrastination
Effective leaders who have the ability to get the best from their team will talk to them openly about the challenges that lie ahead, exhort them to act meaningfully and instill in them a sense of ownership and accountability. What are you doing as a leader to build a bias for action in your team? I would love to hear from you.
Well said, Ravi! Wise counsel, indeed.
I’m reminded of Tom Peters’ recollection of what Ross Perot, founder of EDS and later a member of GM’s board after he sold EDS to them, had apparently said when asked to explain the difference between the two companies.
Perot said that at EDS the strategy was “Ready. Fire. Aim.” i.e., get on with it, now!
At GM the “strategy” was “Ready. Aim. Aim. Aim. Aim. …”
The risk of not taking any action can often be costlier than making the wrong choice. The reason being even when you make a wrong choice, you learn something. If you don’t take any action at all, that’s the end of feedback/learning/knowing what works and what doesn’t.
I also loved your point on the importance of having a sense of agency – I think that’s why bias for action is crucial. Feeling helpless for long periods is an absolute crusher.
Also, James Clear had shared this which might be relevant here-
“If a decision is reversible, the biggest risk is moving too slow.
If a decision is irreversible, the biggest risk is moving too fast.”
To set the ball rolling is of great importance, Ravi. Before inertia sets in.
Thank you, Ravi and the rest for your great insights. It’s great encouragement for who are “paralysed” during this uncertain times. You would have made great generals in the army 🙂 But for now, you guys really impress me with your leadership ‘thought” qualities.
Reminds me of Nike’s slogan that summarises it beautifully “Just Do It”.
Many a time we try to put in place a plan that is supposed to take care of any eventuality that might arise not knowing that opportunities fade away as the clock ticks.
Paralysis by Analysis… lovely term. Am awestruck at times by the road side vendors who started very small. Not sure how many of you know about Salem RR Briyani in Madras (term always has a charm). An Immigrant to Madras from Salem started with a push cart before this “Briyani mania” started in TN, now owns nothing less than 20-30 shops in and around Madras. Hardly had any formal education. Everyone in his family manages a shop completely independent, this definitely comes from the drive and earnest hard work of an individual. At times it does make me wonder if education has clouded our bias for action….. Thoughts and feedback welcome.
Well said ! Very true that Leaders have to be cautious about ‘Paralysis by analysis’ !
Very appropriate for the current times, Ravi. I particularly liked the last bullet under the benefits…
Great message and quite relevant Ravi. I see managers consistently not wanting to act for want of information and thereby delaying the whole intended action indefinitely. The scary fact is – they somehow are comfortable with this. I am a huge fan of action and value that when done quickly.