Use an organizational scorecard to predict the future

Sometimes, “building the plane while you fly it” is unavoidable. You just have to take off, move fast, and figure it out on the way.

But here’s the real question: Are you building the plane with duct tape or rivets?

Too often, “building the plane as we fly it” becomes an excuse to cut corners. “Just get it done. We’ll fix it later.” But later rarely comes and temporary becomes permanent. And you’re left flying a patched-together machine at 30,000 feet.

Yes, getting thrown in the deep end can be a great way to grow. But what if you used the chaos to take a beat and build something that lasts?

Even in the rush, you usually have a choice.

Imagine you’re in a race with competitors flanking you on both sides.

After the starting pistol goes off, there’s a strong temptation to keep an eye on them. You want to see how fast they’re going, whether they’re gaining ground on you. But the more you look, the more you lose your own rhythm and risk stumbling behind.

I’ve seen the same thing happen to organizations and individuals alike. They have competitors – or peers – that they can’t stop keeping an eye on. Maybe it’s FOMO, or just traditional fear, but with every bit of ground a competitor seems to gain, there’s a risk of losing focus on your own lane.

Competitors exist, of course. Awareness is smart, but constant reaction is not.

You need to know your space and who’s in it, but you also need to establish your lane and own it. Someone else’s path is not the path for you. Comparison often disguises itself as clarity, but it usually leads to distraction, loss of direction, and even resentment

Run your own race in your own lane.

That $5 donor can become one of your biggest donors.

That new follower can become your future business partner.

The shy intern may run the organization one day.

I’ve been amazed in my career at what the small moments can turn into with some cultivation and patience.

I’ve sometimes seen a desire to throw $100,000 in salary and benefits at a “bandwidth problem” when it’s really just a prioritization problem.

Sometimes, hiring is absolutely the right decision. But sometimes, the better solution isn’t hiring, it’s doing fewer things better.

Before you hire, ask these questions:

• Are we trying to do too much? The instinct to say yes to everything creates artificial capacity problems. What if the issue isn’t a lack of people, but a lack of focus?
• Can we cut or pause lower-priority projects? Every initiative competes for attention. Which ones could you shelve without meaningfully impacting your core objectives?
• Are we clear on what actually created results? If you can’t identify your highest-impact activities, adding more people just increases the confusion.
• Could we streamline operations or automate some work first? Process improvements and automation often free up more bandwidth than a new hire, without the ongoing cost.

Hiring should be a strategic growth move, not a reflex to wrangle chaos. Sometimes the real answer isn’t adding people, it’s tightening focus.

Ever look up a recipe and find a short novel before the recipe itself?

Or maybe you received an email from someone, and after three paragraphs, you still don’t know what they want.

Maybe it’s a report or memo that buries the top line info in fluff and filler.

One of the best ways to get a response, earn respect, and win is by getting to the point.

It doesn’t mean being cold – you’re still a human communicating with another human, so respect is a must. It means being concise and clear.

Say what you mean and say it early.

One of the most common issues I see in management, especially with early-career employees, is a struggle to stay organized and manage time well.

I have empathy for it because I was the same way. In college and my early career, I bounced between to-do apps, note-taking systems, project management tools, paper journals, and weekly planning templates. It wasn’t until my late 20s that I landed on a system that not only worked, but that I could actually stick to.

Personal systems take time to develop. And they should be deeply personal. You can’t just adopt someone else’s setup and expect it to work without modification. Everyone’s wired differently. What clicks for me might drive you crazy – and vice versa.

When we talk about personal systems, we often think of task lists and calendars. But it’s broader than that:

• Macro tracking for fitness or nutrition
• Personal reviews and reflections
• Goal tracking
• Morning routines or end-of-day resets

All of these systems help us stay on track, but ask anyone who uses one and they’ll tell you they are tough to master. Good systems take time to create and refine, and they should make your life easier, not harder. If you’re constantly fighting to maintain it, it’s the wrong one.

If you’re still figuring it out, be patient. Experiment, reflect, and adjust as needed. The goal isn’t to get it perfect; it’s to get something that helps you show up for yourself and others consistently.