FINISHING THE RACE

People far too often focus on how their day starts, how a task is being accomplished or what must be done first RATHER THAN on how their day might end, what progress was actually made towards a project’s completion or what must be done to consider an assignment complete (before moving on to the next). We focus on the path before us – or even the road upon which we are currently travelling – rather than upon the end that must be reached and what course of action might get us there – on how quickly we start and what kind of “pace” we should maintain to complete each “race” we run rather than conserving our energy to focus our efforts on a strong finish. Regardless of how well each individual assignment is performed, one cannot do the minimum and expect to receive maximum rewards, growth, or success.

Looking back (instead of ahead), remaining content with the present (rather than using it as a springboard to the future) and doing what has always worked (as opposed to seeking what might work better) are all signs of stagnation. An acorn cannot become an oak tree without the proper conditions and nourishment establishing a path for future growth. Could a caterpillar ever become a butterfly were it not to finish the race? An individual cannot become “one” with another without caring more for the other than for him or herself. If one wishes to achieve “the possible” rather than finding contentment and satisfaction in doing those things that are “probable,” the race they run must be built upon a path that transforms “what is” into “what could be” as they seek new avenues that will reveal opportunities not yet fully imagined. Our sights must be firmly focused upon that which has yet to be considered or accomplished if we are to run the race as it has never before run…to climb mountains that have not yet been conquered – rather than focusing upon those things that have been tried, tested and found to be safe (predictable and functional). In order to focus on the ends without being delayed at the beginning or caught in the middle – to accomplish and achieve (rather than simply performing and complying) – we must strive to:

•  Add to existing abilities and upgrade outdated skills, refusing to accept “what is” as “what will always be.”  What was once necessary to maintain a life-long job or to enjoy a long-lasting relationship is no longer sufficient in today’s ever-changing world. Employees who are unsuccessful in their journey to know (new things, processes and/or techniques) typically fail to grow…those who refuse to retrain typically will not remain (relevant, credible or trusted). Unless an individual brings more into a relationship than he or she could ever expect in return – is willing to give to another more than is taken (unconditionally and without expectations) and seeks to gain more by sharing than by receiving, he or she may never realize the treasures awaiting them just beyond their present reality.
• Quit believing that you know all the answers. People who know the right answers in life often find themselves thrust into management roles. Those that ask the right questions are much more valuable than those who can give all the right answers – often becoming well respected leaders rather than successful managers. In order to finish each race strongly we must ALWAYS be open to new ideas, techniques, and ways of doing things. We can truly contribute to success and profitability – or experience all that life could offer – ONLY after identifying the limitations of current systems, policies, practices or procedures (by asking questions as to how they might be improved) then intentionally acting to implement change. Nothing will change, however, until we decide to act – to move forward by implementing the answers received of the questions we ask (rather than doing things as we have always done them because we think we know all the answers ourselves).
• Avoid the misguided concept of being irreplaceable. If an individual feels that nobody could EVER do what he or she does, that person has probably limited what he or she can accomplish. When we discredit others for doing things differently (in a lesser way than we would have done them ourselves) – we can become so enamored with our own ability to accomplish defined objectives that we fail to identify possible alternative outcomes (and/or withhold the ability another might have to try something different). If nobody else can do (or even wishes to try) your job…fill your shoes…participate within your community service…you may never advance beyond the rung of the ladder upon which you have firmly positioned yourself.
• ALWAYS give credit to others. People recognizing and acknowledging the ideas and actions of others tend to share a never-ending ride to the top – enjoying a seemingly unlimited potential “upside” while minimizing (but not eliminating) their individual risk.  Those that take credit for the ideas of others (and assign blame for failure or shift focus to deflect accountability) may not have supportive friends, relationships or peers to prop them up in the future. 
• Clarify the difference between efficiency with effectiveness. Efficient individuals make sure that every investment of time and/or energy has a direct and measurable impact. They rarely waste time or energy doing unnecessary things that “could be done or might be nice” but are not related to the accomplishment of their objectives. Effective individuals are focused – accomplishing things that need doing in order to move forward. Effective individuals accomplish all things well as long as they advance their cause or move them towards the accomplishment of defined objectives. An effectively efficient individual may tell others what to do then get out of the way – coordinating actions and monitoring ideas so that all involved can work in a complimentary fashion towards the accomplishment of goals and objectives.

While we may be able to start a race on our own, we need the help, support, and the efforts of those around us to finish. Life is not a sprint that is run alone – it is a marathon that requires a team of runners relying upon the other for strength and encouragement. To accomplish much, we must give much. To receive support from those around us, we must encourage their individual growth. To rise to the top – to finish the race – we must not only build the foundation upon which we stand (so that we are firmly rooted and grounded in our convictions) and the path upon which we will travel (keeping our eyes wide open to avoid unwarranted or unwanted turbulence) – but we must also accept the support of those around us as we grow – as we keep our eyes on the goals we establish – upon the target we wish to reach when all is said and all is done.