![]() The leader is in a rush to “get ‘er done,” is overconfident in their ability to handle or dance around any unexpected problems, and fails to anticipate a critical need, issue or market reaction. Many times the genesis of this failure mode is being in too much of a hurry. some unintended (or poorly anticipated) consequence creates a major firestorm with customers, the press, or the market.the market is not ready, or the team does not understand it well enough, or.the team is way behind him or her, in terms of having the resources or the bandwidth or the capabilities in place to actually make it happen,.They then quickly execute on the initiative, only to discover: The leader is thoughtful about what to achieve and sometimes even why it needs to be achieved. Probably the most common failure mode, and the focus of Part 1, is “aim, fire, ready”. This is where the bulk of capital is invested (or incinerated) by startups (and even large established companies), and where this simple model most often gets executed on incorrectly. While this analysis applies to any project or initiative, most of the discussion and examples will center on products, marketing campaigns, product launches or go-to-market, and distribution build-outs. With the classic order of operations, you increase your chance of hitting the. Execution is hard in and of itself – it becomes nearly impossible when poorly planned and misdirected. Yet it’s darn hard to execute, if you are not prepared, or aiming at the right thing. I often hear the phrase, “it’s all about the execution” or some variant thereof. ![]() Just like on a gun or archery range, it’s often a continuous process of refining your aim as you fire or execute and see the results of your last shot or action. Aiming is also usually not a one-time thing. It deserves real thought and consideration. Most importantly, you don’t want to waste all the preparation, resources and energy on the wrong target. Aim – Once the team is ready, specific deliverables, objectives, and metrics must be defined and agreed upon.are needed when the initiative is launched, so the team will be successful and will not come up short, or head down the wrong path? What risks and contingencies (plan B’s) should the team prepare for? What consequences, intended and other-wise, might occur that need to be planned for or avoided? With the objective in mind, the leader needs to assess what preparations are required to efficiently and effectively execute the action. This requires a well-defined strategic objective. Ready – It starts with knowing what actions you are going to execute.This article discusses a major theme to emerge from this study, "Better the devil you know!" The theme highlights how mental health nurses cope with violence and why they choose to continue working in this complex care environment. This distraction could lead to nurse-patient miscommunication and the potential for violence. The participants believed, however, that additional workplace pressures complicated the therapeutic environment, resulting in a distraction from patient care and observation. They identified this relationship with fear as being "part of the job" and part of the unpredictable nature of caring for people experiencing complex distortions in thinking and behavior. "Fear" was exposed as the precursor to violence and aggression, both "fear as experienced by the nurse" and "fear as experienced by the patient." The participants reported experiencing a sense of fear when they could not accurately or confidently anticipate a patient response or reaction. A critical feminist research project recently explored the lived experience of 13 Australian, female, registered nurses working in a busy metropolitan acute inpatient mental health care facility. Limited research, however, has focused on how registered nurses have been able to cope within this environment and adequately protect themselves from harm. It has been clearly acknowledged and well-documented that physical, emotional, and psychological violence is a central theme and an expected workplace hazard for registered nurses working in acute inpatient mental health care facilities.
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