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Timing is Everything

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black clock face on white surface - timing is everything when you are looking for viable opportunities in business

For a year in my professional career, I focused on developing my sense of timing – and I’m still developing this valuable skill. It had come to my attention that, since I was not one of the top-level decision makers in the company I worked for, I could not proceed with certain initiatives on my timeline. Now, since I have a tendency to be impatient and excitable about progress, this was a big epiphany for me. It caused me to step back and realize that actually, taking advantage of opportunities was less about the decision makers “holding me back” and more about what the team as a whole needed.

If you are sussing out viable opportunities, timing is a critical factor to consider. An opportunity is viable if all the components are in place. If you’re missing one or two, depending on whether or not you can bring them around, you might botch the entire thing. Those components range from stakeholders to teammates to the very climate of the organization you’re working in, and it’s important to consider each of these before charging forward with a project that will impact lots of people.

Considering timing allows you to understand opportunities that are ready today versus opportunities that need to marinate a little longer. Believe me – understanding the difference between a short and a long-term opportunity is wisdom. It will allow you to know the difference and then lay an appropriate groundwork by moving on opportunities that are ripe for the picking.

How do you go about developing your sense of timing? Here’s four questions to help you assess whether the timing is right for the project you want to undertake.

  1. Who needs this change/project to happen?
    • If the answer to this question is “ME, OF COURSE,” do not continue. If you are looking to make a change that will only benefit you, it is not the right time. If you ask this question and can see a positive impact of the change on multiple groups, continue assessing if the timing is right.
  2. What’s the climate?
    • If you’re in a climate that refuses change, you might need to do some other work before you can embark on the project near and dear to your heart. Do not forego this step. If your team or your company is not ready to change, your project will fail.
      • If the climate is adverse to change:
  3. Is my team and management ready?
    • Are your team members prepared for this project? Do they share your vision, your sense of urgency, and your understanding as to why this is a critical initiative? Are your team members worried or afraid of anything related to this project or your leadership?Does your team work well together? If it has unhealthy or negative team dynamics, you may need to work on those relationships before or during your project.
      • If your team is not ready:
        • Share your vision with your team. Gain partisanship – bring your team into a space where they can share your vision.
        • Ask for external perspective on your ideas. What do they think?
  4. What does my team and management need in order to execute this project?
    • Even a very bad plan is better than no plan at all – and you may make multiple plans before you end up with one you feel you can execute. Preparation and forethought go a long way towards creating a stable space for your team in an environment of change.
      • If you are ready to make a plan:
        • Consider the impact on as many people, departments, teams, etc. possible. Who will reap the consequences, positive or negative, of this change?
        • What does the short and long-term look like as a result of this change?

What do you do if the change you see is critical to the health of the organization? What if things will fall apart if no action is taken? Instances like this definitely exist, but the same questions apply. One of the most difficult aspects of working for someone else is that we don’t always have the jurisdiction to take the actions we think would drastically improve things. However, even if that is the case for you, you have an opportunity to learn about timing as well as how to gain partisanship from your team and support from your management. These are skills that will serve you well wherever you are working!

Activity: Consider the last change or project you proposed. Were you able to see it through? Looking back, do you think that it was the right time for the undertaking? If not, why? If so, how did you know then? What tells you today the the timing was right? PS – “It worked” is not an answer. How were the stars aligned for that project to succeed?