Business is about action. ‘People act in order to think,’ says the American academic, Karl Weick. Survey after survey shows that managers spend little time in contemplation and a lot of time making phone calls, having impromptu meetings and rushing around in states of panic.
As the moment is seized and squeezed, the sedentary manager is quickly an ex-manager. Before acting contemplate these words of wisdom:
– Stuart Crainer
You can be very bold as a theoretician. Good theories are like good art. A practitioner has to compromise.
Action springs not from thought, but from a readiness for responsibility.
In action, be primitive; in foresight, a strategist.
An ounce of action is worth a ton of theory.
He that is everywhere is nowhere.
My choice in everything is to say nothing and go do it.
Act quickly, think slowly.
The great end of life is not knowledge but action.
The manager works in an environment of stimulus-response, and he develops in his work a clear preference for live action.
Our nature consists in motion; complete rest is death.
You can’t think your way out of a box, you’ve got to act.
Even if you’re on the right track, you’ll get run over if you just sit there.
We know what a person thinks not when he tells us what he thinks, but by his actions.
Where most of us end up there is no knowing, but the hellbent get where they are going.
Ain’t nothing to it but to do it.
Think like a man of action, act like a man of thought.
Men of action whose minds are too busy with the day’s work to see beyond it. They are essential men, we cannot do without them, and yet we must not allow all our vision to be bound by the limitations of men of action.
Action may not always be happiness, but there is no happiness without action.
Do what’s right. Do it right. Do it right now.
You must not be hampered by yesterday’s myths in concentrating on today’s needs.
Knowing is not enough; we must apply. Willing is not enough; we must do.
Never confuse movement with action.
There is no kind of idleness by which we are so easily seduced as that which dignifies itself by the appearance of business.
The invisible assumption of management is the focus on doing. People are selected because they get things done. But, while doing is variable, being is constant. The trouble is that the being of people and organisations is hard to move. As long as people’s radar are tuned into doing, you have no place to get hold of the underlying issues.
Corporations, like individuals, need time out for reflection.
The mark of a good action is that it appears inevitable in retrospect.
Try not. Do, or do not. There is no try.