I crave stability.
I organise my diary, 2 weeks in advance, move it around, time-limit the slots, put in my training, and then when it comes to Monday, I chuck it all down the bog and throw it all away.
I'm an expert in agility, though. I can bob and weave and box clever around different problems and different situations. I can organise things, find time for things that don't exist, and find solutions under stress and in times of difficulty.
The trick, though, is to be good at both, or good enough at both.
Over the long term, stability is what works: looking at something with a long-term view, setting a plan, and then just ticking off little bits of the plan as best you can when it collides with reality to get to a better place.
But it's useless without agility.
The world is volatile, uncertain, complex, and ambiguous (VUCA).
VUCA says that without agility, you are dead.
VUCA says that if you keep doing the same thing, you'll keep getting what you're getting.
Intellectually, running a business is about the ability to strike a balance between agility and stability; it relates to your character, how you feel and how you see the world, but there is no question that we need both.
Sometimes important to have someone in your business who is the stable rock, and someone who's the agile live wire. That would be human resources, that would be the correct appointments, that would be setting a culture.
Blog Post Number - 4574
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