Week of Wisdom, Day Three: Never trust unanimous support

The first two days of Always Achieve's first Week of Wisdom probably changed the lives of at least a person or two for a whole 15 seconds. How else could you describe the amazing impact of the potent duo of advice: "don't listen to me" and "recognition creates expectation."


If you saw the posts, you now understand what it takes to prevail with an idea in the face of adversity and what to expect when people crawl out of their pride caves and offer their measured "gratitude." Now, it is time to deal with the oft product of self-confidence and self-made success: idolatry.


The Second Commandment was prioritized for a reason, and if I was sorting these trinkets of intellectual drivel with respect to essential value, what I am about to say would be at the top of the list. Just like the Second Commandment, it needs an introduction, which the first two pieces of advice provided.

There is a point where the successful and knowledgeable encounter their first true test. One stands before a group, presents their idea, and receives the most uncomfortable and painful response they can receive: nothing.

No one speaks out or asks questions. The gallery quietly ponders the presentation, and then one comes forward, somewhat sheepishly, and proclaims, "this is a great idea."

Subsequently, people follow with additional acclaim. Everyone is on board. A sigh of relief is felt, until it is realized that something is missing amongst the ever-growing excitement: opposition.

The presence of those who do not agree with what we want to do is a barrier, so long as it exists. When it is gone, it feels like a warm blanket stripped off the bed on the coldest night of the year.

The reality, of course, is that successful, performance-driven people know that questions and criticism best serve to improve and verify the validity of our ideas, as well as make sure that other parties are really "on board" for the tasks to come if we move forward.

Successful people also know that criticism and opposition are not, in of themselves, barriers to getting what they want. Some people in power often ask for more than what they want, knowing that there will be trade offs that lead to their desired result. Others appreciate the opinions of others as a way of incorporating the "buy in" necessary to achieve objectives in a collaborative environment.

Those starting out professionally are not in a position to mandate or force anyone, even those beneath or equal to them, to follow their lead. They are still "in the pack," and if their fellow hunters smell a better deal, they will lose them quickly. In order to build the support necessary to achieve in a given endeavor, our coworkers or team members must show a direct, personal interest. This is best achieved not through their blind, passive allegiance, but rather their active questioning and objection, issues that eventually lead to better solutions.

The proof is easy to see throughout history, especially when it comes to the aftermath. Moments of almost universal praise and support often lead to wide disdain and anger. "People" want to support what others support, while "individuals" try to balance their emotions with logic. This is not a new concept, but it is easily lost upon many when we are faced with moments where the ideas before us sound too good to be true.

Of course, that does not mean that the ideas or initiatives developed are bad or evil. Often, they are just as strong as presented. The problem is that most supporters do not invest themselves until they understand a concept on their own terms. Otherwise, why would major corporations spend combined billions of dollars marketing their ideas to the public?

Achieving goals and objectives when it requires the support and involvement of others, whether customers or stakeholders, necessitates an appreciation of both interest and commitment. The desired result in any presentation or pitch is commitment, but we can easily assume this is the case when it is only, in reality, interest. This is mistake often made the first time or two out in the real world, and it happens to everyone (me included).

When the cold discomfort of approval without question presents itself, be prepared for the objectors to rear their heads in due course. Many time, it is necessary to go through the "buy-in" process again once the initiative is off and running. Not to ensure that it starts, but in order to identify those who are willing to apply their support and available resources to enable its potential for success.