The Tunnel Vision Entrepreneur

Posted on September 18, 2022 by anentrepreneurswords

During the days when I was flying an airplane, I learned a very important entrepreneurial lesson. I’d be approaching a large airport and the situation became very busy. I had Approach Control giving me vectors and altitudes which required regular attention to the instrument panel. I had a landing checklist to review. If there were passengers, I needed to make sure they were buckled in, and loose objects were secure in the cockpit. I also had to dial in the radio frequency for the airport tower to be ready for the hand-off from Air Traffic control. Whew! With all this activity it was easy to forget to do one very critical thing – and that was to get my head up and look outside the airplane. Pretty obvious, right? You have no idea how even the most experienced pilots can make this mistake. We’re focused on everything else – and yes, we are looking straight out in front of us to line up with the runway. But there are other objects in the sky – aircraft that might be unaware of our presence, radio towers, drones, birds, etc. I quickly came to understand (under the penalty of death) that I needed to avoid Tunnel Vision at all costs.

What does Tunnel Vision look like in the entrepreneurial world? Here’s a hypothetical example. Jeff owns a three-year old company that provides IT services to small and medium-sized businesses. He has 27 members on his team and his top line has been growing at 60% annually. Jeff is crazy busy right now. He’s up at the crack of dawn and after a quick workout he heads to the office. Many nights he’s not home until after 9:00. At work he’s consumed with an endless stream of team members who catch him for a wide variety of reasons. He attends meeting after meeting. E-mails pile up and phone messages go unanswered. During the few moments Jeff has to breathe he wonders why time is flying by so fast and why it seems that he has accomplished so little.

You probably already know the rest of the story. Jeff and his team are so consumed with trying to keep up with their meteoric growth that a competitor sneaks in and steals some of their best clients. Instead of focusing on the customer, Jeff and his company have fallen victim to Tunnel Vision – and what they are seeing are systems, processes, recruiting, hiring, training, HR issues, accounts receivable, accounts payable – everything except the customer.

There are several ways we can be vigilant about keeping Tunnel Vision at bay. First, we need to make certain that every member of the organization has well defined written Roles and Accountabilities – let’s call them R&As. The R&As need to be of sufficient detail to identify all the areas on which each of us should be focused. It’s kind of like a position description on steroids. Next, we should regularly review our R&A. I recommend that this be done at least once each week. Perhaps we have an “accountability buddy” with whom we review our respective R&As. I have gotten into the habit of doing this at least weekly and can see how easy it is to fall into a rut by just paying attention to one or two specific roles, sometimes to the exclusion of others. Part of this review is determining what I’m going to do during the coming week that involves each of my R&As. This helps keep me from falling into the ruts in the road.

As leaders, we must model how to avoid Tunnel Vision. After doing this for ourselves, we then need to encourage others to follow the same process. Often when Tunnel Vision is prevalent, I hear the same refrain – “there’s just not enough time in the day!” What this means is that we have lost control of our schedule and are allowing ourselves to be pushed and pulled by others. Tunnel Vision is inevitable when this is happening. Regaining control of our schedules is paramount and can be accomplished by planning what we are going to do rather than reacting. Ultimately, this planning initiates the R&A review and subsequent determination of our actions to be juggled in all areas.

Tunnel Vision can have fatal consequences for an organization. It can be avoided by reviewing Roles and Accountabilities at least once a week, and planning action steps that impact all areas for which we are accountable.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

The Sustainable Entrepreneur

Posted on January 17, 2021 by anentrepreneurswords

This topic may be uncomfortable for some, but it is a very necessary discussion to have. What happens to your organization if you die tomorrow? Would it be a loss so catastrophic that the company fails? Or have you created a sustainable business that can survive and thrive without you? Many entrepreneurs neglect this subject – after all we think we have a lot of good years left. And besides, it is a real downer to think about dying.

One of my most important objectives is to make sure that each of the various companies with which I am involved is sustainable for the long haul. I care deeply for the hundreds of families that depend upon us for their livelihood. Even if your company only has six employees, they likely have families too that are counting on you. So, we need to take the steps necessary to ensure sustainability. Let us examine the different components of a sustainability plan.

Growing future leaders is critical to sustainability. And avoiding a power struggle is equally critical. Who is your heir apparent? I do not believe that it is healthy for any leadership team to wonder at any point in time who will step in to lead in the event of the demise of the leader at any level. If your potential successor is not yet apparent, perhaps someone you know very well, and trust could be designated to step in on an interim basis. There is no doubt that identifying such a person may be tough, but this is tough stuff, and your team deserves to know who is going to succeed you. Focusing on sustainability always forces us to make leadership development a top priority. A quarterly review of a hypothetical organizational chart is a good approach to spotting the gaps and filling them promptly.

If we are the majority owner of our company, what will happen to the ownership going forward? Will it be left to one or more family members? If so, what will they plan to do with the business? Many heirs are not prepared to own a company and all that is entailed. It is crucial to have a conversation with family members and offer them a clear understanding about what will happen to the ownership if we die suddenly. What if there are multiple owners? Buy/sell agreements are an excellent tool for situations like this and can be funded by insurance. Such agreements should be precise on exactly how a deceased owner’s interest is to be valued.

Let us talk money. The death of an entrepreneur can have far-reaching consequences financially. There may be covenants that accelerate loans. Perhaps the entrepreneur has been self-funding a certain project or expansion of the business. It is also possible that without the entrepreneur’s balance sheet, credit facilities may dry up creating varying degrees of hardship. Again, insurance can help but may not be the long-term solution. It may be prudent to identify a potential financial partner that could be called upon to help. Of course, there is a price to pay for this kind of support – an ownership stake or a percentage of the profits – but such an arrangement may be necessary for sustainability. Now is the time to figure this out while we are still alive to do so.

Finally, we need to contemplate how our vision and the culture we have created can be preserved. This is the trickiest and most intangible task that we will face in planning for sustainability. Have we sufficiently communicated our vision; reinforced it repeatedly, and is it shared by all? Many leaders are so consumed by tactical decisions that the vision for their organization is muddled. And it goes without saying that our culture is built around our vision. Maintaining a vibrant culture can only be accomplished if it is front and center every day. Do we have core values? Are we truly living them?

Creating a sustainable organization that will survive us requires intense planning and tough decision making. Doing so is the greatest gift we can give to our team members.

The “When” Entrepreneur

Posted on March 1, 2020 by anentrepreneurswords

The minister in church one Sunday talked about his anticipation of future events and it got me to thinking about the subject in a different way. How many times have you heard someone say, “I’ll be happy when . . .” or “I’ll have plenty of money when . . .” or “I’ll have more fun when . . .”?

As a classic Type A entrepreneur, I tend to focus on the future. Oh, I do live in the now, but I am constantly thinking about the next steps in building my businesses. But it goes beyond that. If I am going on a trip in a few days I’m thinking about what all will be involved in the travel process. I’m thinking about what I’ll do when I get to my destination. Once I’m on my trip and have reached my destination, I think about where we’ll eat dinner or an event that we’ll attend. I don’t think that it’s necessarily a bad thing to be planning ahead though I can easily flip over into the realm of obsession with planning. What’s more problematic is when the thinking ahead becomes the “When Affliction.”

The When Affliction manifests in several ways. It can occur when we are so focused on thinking about something that is to happen in the future that we don’t pay close enough attention to something critical that is happening right now. This is the perfect environment for mistakes to be made. The other day while driving I was so engrossed in thinking about an upcoming meeting that I nearly caused a wreck. I was changing lanes, turned on my blinker and quickly looked over my shoulder. There was a car in the other lane – I know I saw it – but it didn’t register as I pulled over anyway. Horns blared and my heart leapt into my throat. My focus on the moment was blinded by my focus on the future.

The When Affliction can have us so wrapped up in getting past the next milestone that we are unable to truly appreciate what we are experiencing in the process of getting there. So, here’s a question. How many magical moments do we miss with the When Affliction? I remember our youngest daughter’s wedding many years ago. It was a splendid affair and one where I was truly present every second of the day. I simply allowed myself to be swept up in the pomp and pageantry that is often woven into such an event. Not once was I contemplating a future action. And I am able to treasure the memories because I really was a part of making them. There are so many other things I don’t remember about what has happened in my life because I was looking forward so much of the time.

It’s OK to plan ahead. If we simply allow ourselves to float along the river of life without regard for the snags and rapids in front of us, our boat could easily be swamped. The key is to find the right balance between thinking ahead and maintaining a “now presence.” To accomplish this, I have discovered a game that I play with myself. Let’s say that someone is coming to my office to meet with me. Before the meeting I identify several things that I want to notice during this meeting. What color are the clothes this person is wearing? What color are his or her eyes? Is the person right-handed or left-handed? Sharpening my observation skills in this manner helps me focus on the other person and the moment, thereby avoiding the When Affliction.

We intuitively know that tomorrow never comes because there always is another tomorrow. Thus, we can avoid becoming obsessed with the future if we limit our planning to that which really matters, allowing us to revel in the now.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

The Case of the Frozen Hostage

Posted on October 1, 2017 by anentrepreneurswords

Damon has a problem. His staffing company is four years old and growing like crazy. Bottom line profits have doubled year-over-year since he launched the firm and several members of his team have been with him from the very beginning. Sounds like a dream story so far, right? But as I said, Damon has a problem. A key member of his organization, Mason, has become increasingly disruptive. Mason is in a position of leadership and works tirelessly – the business would not be where it is today without him. Unfortunately, the way he treats others is unacceptable. His approach is command and control. He bullies. He yells. And he threatens. Other members of the team go out of their way to avoid dealing with this individual and everyone walks on eggshells when they are forced to interact with him.

Damon isn’t blind to the problem. He has counseled Mason on many occasions. The result is always the same – an apology and a promise to change. But change is either short-lived or never happens at all. Within days he’s back to his old ways. Damon has offered to pay for therapy but is met with a benign sort of resistance. Mason agrees that he will consider professional help but never follows through to begin receiving it.

Recently Damon began thinking about making a change and terminating Mason. He considered all of the chaos and hurt feelings caused by this person. But he also recognized that Mason has some unique skills not to mention important client relationships. On the one hand Damon knows that Mason has already caused the departure of several team members over the past 18 months. Yet, he worries that letting Mason go might cause the loss of certain clients. And who would be able to step in and have the domain expertise to function as effectively as does Mason? Damon doesn’t know what to do and as the days and weeks go by, the problems with Mason persist. This is a classic case of The Frozen Hostage.

In effect, Damon is allowing himself to be held hostage by Mason. And he’s frozen into a do-nothing position. Does any of this sound familiar? Many of us undoubtedly have similar situations that exist in our own organizations. We want to try and make things work to everyone’s satisfaction. We all want our “Masons” to turn over a new leaf and start treating others with the respect they deserve – then everyone will be happy. Not one of us wants to take that deep breath and plunge into the icy waters of our “Mason’s” exit. We are convinced it will be messy and painful. So we procrastinate. And our inaction causes more suffering within our organizations.

I will be the first to concede that dealing with an issue like this is not pleasant. We develop loyalties, especially where we know someone has busted their rear to help us build our business. But eventually we cannot tolerate the behavior any longer and realize that we need to put an end to the madness – especially if our “Mason” isn’t interested in truly modifying his behavior.

The path toward “thawing out” the Frozen Hostage is straightforward. We need a plan. It starts with determining whether or not we can abide our “Mason” until we find a replacement for him. In either case, we must identify the process for finding the replacement. The plan includes developing a clear understanding of Mason’s role and accountabilities and looking for vulnerabilities. Then we tackle the vulnerabilities including technical skills and processes, as well as internal and external relationships. What is the timetable for implementing this plan? What is going to be announced and when? Who is going to cover the different roles and accountabilities on an interim basis after Mason departs? If we are lucky enough to surreptitiously hire his replacement, how are we going to ensure that our new team member hits the ground running without stumbling?

When we are the Frozen Hostage, we aren’t inclined to create this plan of attack. We just keep hoping that things get better and we don’t have to take drastic action . . . except it never seems to work out that way. By forcing ourselves into the planning mode we begin the thawing process.

As leaders, becoming a Frozen Hostage causes serious morale problems within our organizations. Knowing that we eventually have to take an unpleasant action, a logical planning process for replacing a key team member can make the path a bit smoother.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 64 – The LFT Problem.

Not a Fairy Tale

Posted on May 14, 2017 by anentrepreneurswords

Once upon a time there was a prince who traveled to the far reaches of the kingdom. He spied a young woman who was the most magnificent creature he had ever seen. The prince spoke to her and rather than being demure, she was witty and charming in her reply. They conversed for nearly an hour over a chalice of wine and the prince hurried back to the castle in a state of euphoria. He just knew that he was going to take this woman to be his wife. After telling his father and mother about his encounter, he set about making plans for the wedding. The royal florist was summoned as was the baker. The wedding was going to be an elaborate affair with only the finest of materials for the bride’s gown. Special jewelry was to be made for the soon-to-be-bride, and the prince had a long conversation with the priest about the ceremony. He also cast about to find the perfect location for a new home to be constructed inside the castle walls and met several times with the royal furniture and cabinet makers.

Everything was going to be perfect . . . or so thought the prince . . . except for one thing. The woman with whom the young prince was smitten was already married. In his eagerness to move forward with a wedding and a life with a new wife, the prince ignored the first step in developing a plan. He forgot to get the facts first.

It’s easy to fall into this trap whether we’re entrepreneurs or not. We become so enamored with an idea that we immediately want to plunge into developing a plan to make it a reality. Then we either pay lip service to the facts, or we just blow right on by this step. Fact Finding should always be Step One for any planning process.

Suppose we have an idea to scale our business. We’ve been sailing along making a reasonable profit, but believe that we could really make it big if we could only grow much larger and capture a wide range of efficiencies in our processes and cost structure. Our experience in the industry is extensive and we think we’re tuned in to the nuances of the market. We begin to look at all of the different options for expansion. The owner of a competitor is rumored to be retiring and perhaps we could acquire his company. There’s a sharp woman in another city that we’ve been recruiting for quite some time – she could open an operation for us in that city. Our production line has been running at full capacity for over a year. Maybe we could invest in a second production line that would allow us to ramp-up even further. Lots of ideas are swirling around and suddenly we’ve entered the Danger Zone. Why? Without some serious Fact Finding we could make a number of mistakes with our expansion – some of which could be fatal.

For starters, even though we think we know the market like the back of our hand, there may be subtle shifts that we haven’t noticed. When is the last time we calculated our market share and that of our competitors? What is the longer term outlook for our product? Maybe it’s going great guns right now, but in two years it will be obsolete because a better mousetrap is in the offing. Do we have more than anecdotal evidence that there’s demand for a second production line?

The Fact Finding step should take a “fresh eyes” approach to all aspects of our business and the market. It’s as though we are entering the business for the first time. No matter how much we think we know; no matter how experienced we think we are, looking at everything with a fresh and detailed perspective is critical to our success and maybe even our survival.

Great ideas need to be fleshed out in a careful and systematic fashion. While we don’t want to be frozen in analysis paralysis, performing adequate Fact Finding should always be the first step when creating an implementation plan.

On It or In It?

Posted on June 7, 2015 by anentrepreneurswords

I have the good fortune to regularly mentor several amazing entrepreneurs. One question I frequently ask is, “how much time do you spend working on your business versus in your business?” A similar question is, “how much time do you spend working on strategy vs. tactics?” Usually the answer to both questions is, “not much.” The problem is easy to identify. Entrepreneurs find themselves sucked into the daily grind of firefighting and there’s no time left to do much else.

So how do we focus on strategy and vision when the bullets are flying and we’re hunkered down in our foxholes? For starters, we need to examine exactly what it is that we are doing. As part of my mentoring process I inquire on specifically what an entrepreneur is spending his or her time. It’s interesting to listen to the responses which often reflect the fact that entrepreneurs are handling things that really shouldn’t be their responsibility. Mostly this includes performing tasks for which others should be held accountable. And it’s not just about the failure to delegate. Some entrepreneurs take the position that “if I want it done right, I need to do it myself.” Or, “I really don’t have the time to show someone else how to do it – it’s more efficient for me to bang it out.”

To solve this we need to understand what prevents us from delegating that which should be handled by others. Do we have the right people on the bus? Do we have enough people? Are the right people properly trained? Are we too high control? When I have experienced problems with delegation in the past it’s usually been the result of not having the right people to whom I can delegate. Getting to the root cause of our inability to delegate is crucial. If we don’t have the right people, what is more important than solving this problem? One of the nice things about having the right people on the team is the fact that they may not need as much training – bright, right people figure out a lot of things on their own.

How is an entrepreneur who has a very small team able to delegate effectively? In other words, he or she is a player/coach and is on the field for every single play. This is where blocking out specific amounts of time to plan and strategize can be invaluable. Perhaps this occurs every morning from 8:00 to 9:00 without fail. During that timeframe, the entrepreneur takes no phone calls or any other interruptions and refines the strategy for the enterprise, reviews key performance indicators and determines if the business is on track with respect to vision and mission. Then the entrepreneur suits up and runs out on the field with the rest of the team to face another day. I cannot emphasize enough how absolutely nothing can be allowed to disrupt this daily routine.

We can ill afford to procrastinate when it comes to working on our business because we are too busy working in our business. The more this happens the more likely it is that we’ll get caught on the hamster wheel. Around and around we go as fast as our legs will churn – but we’re not making any headway. Why exert so much energy (and money) to end up right back where we started?

Learning how to delegate and hold others accountable will allow us to strategize and envision the future for our enterprise. And sequestering ourselves for a specified period of time every single day will enable that planning and visioning to happen.

Now What?

Posted on April 26, 2015 by anentrepreneurswords

I recently was at the beach and watched seagulls flying across the water with large objects hanging from their mouths. Upon closer examination I realized that they had plucked seahorses from the waves. But they were struggling to eat them. To begin with, the seahorses were way too large to swallow. And there was no way for the gulls to tear them apart because seahorses have a tough armor-like skin. A few weeks later I watched another seagull flying with a large fish in its mouth while being chased by two more seagulls. Finally one of them stole the fish from the first (in mid-air!) but ended up dropping it in the water. The third retrieved it, landed on the beach and tried to swallow it – but the fish was too big.

All of this seagull activity got me thinking about an interesting issue that we entrepreneurs face from time to time. We often chase a piece of business that we very much want to win. Sometimes it’s a really, really big piece of business and we think to ourselves, “This may be way out of our league but why not give it a whirl? Maybe we actually could win!” Our pursuit of this business may be somewhat fanciful, but stranger things have happened and lo and behold we do win. OK, now what?

A number of years ago our apartment management business unit was pursuing a very large property management assignment. We had not previously done business with the prospective client, but the firm was well-respected in the industry. Months and months of relationship-building culminated in a “mystery” dinner with the client representative where we were told we were going to be awarded a large management contract. The client explained that a portfolio of apartments was going to be assigned to us but we couldn’t be told where the properties were located until right before we assumed management. The reason – the client was self-managing the properties and didn’t want the on-site or corporate office staffs to know about the management change until the day the company-wide announcement was to be made. We had also been told that the property assumptions would occur over a phased period of time – two or three months. When all was revealed we ended up with more than 3,000 units in 52 apartment properties scattered across the country. Oh, and they were dumped in our lap all at once with no phase-in. We were literally the dog that chased and caught the bus!

Needless to say, this assignment did not work well for us. It turns out that this client gave us all of the “dogs and cats” (tough properties) in its portfolio – so we were behind the eight ball from the beginning. Client expectations were unrealistic; our compensation did not begin to cover our costs, and our team was running ragged. After 18 frustrating months, we resigned the account at a loss of approximately $250,000.

What did I learn from watching the seagulls and my own experience? It’s very simple. It’s great to plan to catch a whale, but we must have a plan for what to do with the whale once it’s caught. There’s no question that the property management assignment I described overtaxed our resources. Unfortunately we had no idea how large the portfolio was going to be in the first place – we never should have put ourselves in that position. But as a quintessential entrepreneur I’ve often had the attitude, “Let’s just get the business and then we’ll figure out how to deal with it.” I’ve found that this approach is a great way to crash and burn. Pulling together the entire team for a series of planning sessions is paramount. Understanding how to scale our human and capital resources is vital. And sometimes we just have to say “no.” That’s pretty tough for an entrepreneur to do, but saying “yes” to the wrong opportunity could be extraordinarily costly.

Thinking big and pursuing big opportunities are part of our DNA as entrepreneurs. Comprehensive precision planning for the big wins paves the way for long-term success.

Intentional Grounding

Posted on January 19, 2014 by anentrepreneurswords

Question: I personally have a problem with pursuing the future. When I do, I don’t live in the “now.” How can a person remain in the moment but also remain mindful of his future vision?

Answer: It does seem like we must have a bit of a split-personality to do both, doesn’t it? And there’s no doubt that it can be quite confusing at times. On the one hand we’re advised to live in the moment. I certainly subscribe to the philosophy of “live today like you’re going to die tomorrow.” If we spend too much time planning for the future we miss what’s happening today. But on the other hand, if we give no thought to the future, we may not achieve our ultimate goals and objectives.

I’m by nature a planner. I totally enjoy the “vision thing” and plotting a course of action to get there (the mission). A song from 1974 really put it in perspective for me though, and could easily be the national anthem for entrepreneurs . . . The Cat’s in the Cradle by Harry Chapin. To refresh your memory, the song refers to a father and son who are like ship’s passing in the night – always paying lip service to each other but never making the choice to spend quality time together. That song has served as a perpetual reminder to feel the full experience of what I’m doing every moment.

Living in the present and holding a future vision are not mutually exclusive. We entrepreneurs are so driven by our vision that we never have to worry about losing sight of it. It’s our natural disposition to gravitate to holding and nurturing our vision. What we generally have to work harder to accomplish is being in the now. I believe that the key to succeeding in both realms is to be intentional. This means that for whatever we’re doing we need to focus and really see what we’re looking at. If it’s a daughter’s soccer game or a son’s piano recital we need to intentionally focus our attention on this event. Enjoy it, embrace it, and celebrate it. Likewise, when we are contemplating our future vision, we do the same. Be there intentionally without any other distractions and enjoy, embrace and celebrate it. To steal a football term, I like to call this “intentional grounding.”

In the end it’s important to remember what we value. As entrepreneurs we value the passion we have for our friends and families as much as our passion for our chosen profession. The only way we can adequately tend to both passions is to be totally present for each. Succeeding in this regard takes a great deal of practice – it won’t happen overnight. But intentionality will make it so.

Which Wire Do I Cut?

Posted on December 1, 2013 by anentrepreneurswords

Question: I often find myself pressed for time due to a deadline of some kind. The more pressure I’m under the more mistakes I make. What can I do to feel less stress and perform at a higher level?

Answer: You may be expecting me to tell you to just relax, right? And while that’s good advice, that’s not going to be my answer here. Instead, consider turning the tables. This may sound counterintuitive but it works. What were the thoughts that ran through your mind when you faced a seemingly impossible deadline? “I’ll never get this done in time!” Or, “this is ridiculous, why did I agree to this crazy due date?”

What do you suppose would happen if you said this instead? “Wow, this is a fantastic opportunity! I have a chance to push myself to succeed where in the past I might have failed.” Naturally the words mean nothing if the mindset isn’t there. Think about all of the benefits of working under pressure. First, we get to grow. How does staying comfortable stimulate personal growth? Only when we stretch do we really learn how to be better. Second, we become even more effective at planning. The odds are better for successfully meeting a tight deadline if we create a precision plan to identify and execute all of the necessary steps. Finally, we get more done. In the overall context of eternity, our lives are but a blink of an eye. Working continuously in short deadline mode means that we get to experience a lot more of life.

Here’s a game that I devised years ago to help me handle the pressure of meeting deadlines. Imagine that you are a James Bondesque individual and you just learned that you are in a building containing a nuclear bomb that is set to explode in five minutes vaporizing you and tens of millions of people. There’s no time to call anyone – it’s totally up to you to defuse this device. You have to find the bomb; figure out how to remove its housing; determine if there’s a booby trap to disarm, and then decide which of the colored wires should be snipped (if you ever find yourself in this situation, never cut the red wire). Meanwhile the clock is ticking and you could very soon become a bug on the great cosmic windshield if you screw up. This exaggerated imagery has made me laugh, prompted me to plan, encouraged me to keep score (of how many times I’ve saved the world) and taught me never to procrastinate.

Whether we’re entrepreneurs or not, our lives are filled with deadlines. Perhaps seeing ourselves as Mission Impossible heroes will spur us into action and allow us to actually enjoy the process of reaching the finish line. Alive!

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