Is Impatience Hurting Your Results?










Remember the fable, the tortoise and the hare? The hare, due to his impatience and cockiness, failed to do what needed to be done to win the race. The tortoise won — slow and steady made it happen.

You, like many business executives, want to move forward faster to capture new business and other opportunities. Often overlooked are the required systems, people and practices that allow you to grow and be competitive. When you become impatient, you have a tendency to make poor decisions. Poor planning, if any, and overlooked details will negatively impact your bottom line, business relationships and reputation. Other issues that arise: You burn out. Deadlines are missed. People do not fit their jobs. Customers or potential clients are dissed. The importance of following-up and following- through on promises are marginalized.

How do you build a faster moving company?

Build a strong foundation. It won’t happen overnight. While opportunities in this fast-paced global market can happen quickly, taking them on when you don’t have the capacity to do so can actually hurt you more than help your business grow.

Set aside your impatience.

Take time to develop good relationships with your employees, management team and Board. Steadiness allows your team to utilize their experiences and create win-win strategic and tactical outcomes – it provides the opportunity for everyone to get on the same page with you. Build on what you and your team do well. Utilize a business advisor and executive coach to keep you focused on the right things, and doing them the right way.

©Jeannette L. Seibly, 2013-2015

Jeannette Seibly is a business advisor for business owners and executives of $5MM to $30MM enterprises creating million dollar results, and along the way created 3 millionaires. Contact her at for a free consultation of how to achieve amazing results.

Emotional hiring can be dangerous!

Many executives are good decision-makers or they wouldn’t have the title. However, many are so busy that they fail to listen during interviews unless the candidate says the right things. Then their impulsiveness and impatience kicks in and they hire people that “feel like the right ones”! Hiring based on intuitive powers may sound great, but in reality it is an excuse for not using a strategic hiring system.  

Anytime you hire someone who doesn’t fit all the necessary job requirements but has the likeability factor, you’re doomed for failure. Frequent job-seekers—people with backgrounds to hide and manipulative types—have honed their interview skills well! They know what to say and how to sell themselves to get a job. They know how to be likeable.

Infuse objectivity early in the hiring process. ( ) This will significantly reduce the possibility of interviewing these types of job candidates and falling into the emotional hiring trap. Use a structured interview process, qualified assessments, and due diligence. Call those references! (Learn how to hire the right person. Get your copy of Hire Amazing Employees, Second Edition. It could save your own job!

(c)Jeannette L. Seibly, 2013

What do you do when your boss keeps making the same mistakes?

This can happen for a variety of reasons. One is that bosses don’t recognize their errors—they miscalculate the impact of their decisions because they are focused on the big picture and overlook the details, or vice versa. Or, they rely upon their financial, technical, and system interests while failing to include the human aspects required for a successful outcome. When bosses are clueless about their oversights and fail to ask the right questions, they normally blame others for not providing the whole picture. Don’t be passive. Become effective in recommending solutions. Take time to research and provide two or three alternatives, along with details for the execution of each proposed solution. Present these ideas both from a factual and a human perspective by introducing information that is the boss’s primary interest first, and then share the other important pros and cons.

(c)Jeannette L. Seibly, 2013

What process do you use to effectively work with your boss?