When It's an Execution Problem: Not Taking Action or Taking the Wrong Action

The hardest part of any plan or goal is usually not in the initial ideation or visualization, but in the execution and implementation.

This execution problem can manifest in two distinct ways - not taking any action at all, or taking the wrong actions.

Both can be detrimental to the successful realization of a plan, especially the former, which I believe is more challenging to solve.

Let's first examine the challenge of not taking action. Sourcing this problem of inaction can take you into the realm of psychology.

For me, the main culprits are usually fear of failure or a lack of confidence. It could also be simply feeling overwhelmed by the scale of the plan, those grandiose ones that seem daunting to put into motion.

As an entrepreneur, having a seemingly brilliant idea for a new product or service, but struggling to take the first steps towards turning that vision into a reality, is a common example.

Either getting caught in a cycle of endless research and planning or never quite mustering the courage to take the plunge and start building the minimum viable product, the inaction can be paralyzing.

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The consequences of this inaction can be severe - without gaining experience, any feedback or progress, the plan may never materialize, and all the time and effort previously invested in the ideation stage could be wasted.

Pitfalls Of Taking The Wrong Action

On the other hand, even when individuals do take action, it's possible to take the wrong actions - actions that are misaligned with the plan or that fail to move the plan forward effectively.

I personally prefer this problem over not taking action at all, as at least you're gathering experience and feedback, even if the actions are not optimal.

This problem of taking the wrong actions usually occurs due to insufficient understanding of the problem or context the plan is meant to solve, or an unwillingness to adapt the plan as conditions change.

Consider the case of a small business owner who wants to expand their operations by opening a new location. They may rush into signing a lease for a prime commercial space, without thoroughly analyzing the market, competition, and potential customer base in that area.

As a result, the new location may struggle to attract sufficient foot traffic and revenue, leading to a costly mistake that sets the business back.

Overcoming Execution Challenges

To address these execution challenges, we must first acknowledge the psychological barriers that can prevent us from taking action, and then develop ways to overcome them.

It's quite obvious that breaking the plan down into smaller, more manageable steps can help us overcome the fear and uncertainty that often paralyzes us. Cultivating a growth mindset can also be an effective strategy.

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Solving the problem of taking the wrong action always boils down to refining the plan and being willing to iterate as new information and feedback emerges, which is more in tandem with reality.

If we have to remind ourselves that the plan is like a map, it should be adjusted as we navigate through the terrain and encounter new information.

Between the psychological and practical barriers to effective execution, a virtuous cycle can be seen, where tackling the psychological aspects can make the practical barriers more manageable.

Which overall can increase our chances of successfully turning plans into reality, without having to aimlessly wander for too long or make very costly and unnecessary mistakes.


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Posted Using InLeo Alpha