FACT: As of Jan. 10th, you will have already spent 14,400 minutes of this new year that you’ll never get back! QUESTION: On a scale of 1-10 (10=best), how would you rate your 2013 accomplishments so far?  ONE MORE QUESTION: What will you do with the remaining 340,666 minutes (511,000 minutes minus 1/3 for sleep) in 2013?

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Can the last question really be answered? Of course not. How could you possibly know what situations and circumstances will impact your intentions? So maybe intentions are not such a great thing. We’ve heard, after all, that they pave the road to hell, hmmm. And they’re kind of like expectations, right? And expectations breed disappointment, yes?

So where does all this quibbling over semantics actually leave us? Hopefully . . . (aw, wait a minute, isn’t “hopefully” like an intention and expectation combined?). Well then, is this an end to planning as we know it? Do we throw the goals out with the posts? (A little pun there for football fans.) Do we stop having objectives to pursue?

Planning is essential, but it is not a trigger for compulsive pursuit at all costs. Why is this important to consider NOW? Because:

Entrepreneurs are business junkies.

                                               

How do we know that strict, rigid planning fails? Because planning (i.e, goal setting) has been long proven to be successful only if the process of goal setting adheres firmly to specific criteria, and one of these is flexibility. The less flexible, the more stress. The more stress the greater the odds for failure.

There is something to be said for the thrust and direction of many, if not most, entrepreneurially-spirited engines . . . something that is most succinctly put as “living for the moment.” Entrepreneurs instinctively seek immediate gratification and are more focused on the “here and now” present moment than those in other careers.

It’s that old thing grandpa used to say about not putting off ’til tomorrow what you can do today. Entrepreneurs have a powerful need for a quick fix when things start to flounder or deteriorate, or when last week’s “high” begins to wear off. Sound familiar? It’s true.  Look around. Ask around.

Small business owners and operators have mostly learned the hard way –through trial and error and intuitive “street smarts”– that ongoing quick-fix actions are the only ones that get results, and keep businesses moving forward when the tide is changing or the current is a backwash.

But swimming upstream for any period of time can be exhausting to say the least, so the idea of taking immediate corrective/adjustment action needs, in reality, to be tapered only with the commitment to take only reasonable risks in the process, and to always imagine the worst case scenario before proceeding.

Try repetitively asking yourself the following question all during any crisis or critical period, hourly if need be:

 

“Is what I’m doing right this very minute

leading me to where I want to go?”