In his book, Thinking for a Change, author John Maxwell asserts, “Unsuccessful people focus their thinking on survival. Ordinary people focus their thinking on maintenance. Successful people focus their thinking on progress.” Is that true? And if so, how do we apply it to the way we think about our work and our programs?
If you focus on survival . . .
The trope in the compliance profession is that our job is mostly putting out fires. There never seems to be enough time to get to less-critical elements like updating training or finishing the risk assessment. But there’s a problem. Focusing entirely on surviving robs us of the ability to accomplish long-term goals. Lack of achievement—even when we’ve successfully put out the fires—may lead to executives feeling like we’ve not accomplished much (or anything). That can quickly lead to career disaster.