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Part: IV People Who Ask Too Much > Get Out While You Can

Chapter 25. Get Out While You Can

Commonly, at the beginning of any new project or deal, you hope for the best and enthusiastically look forward to start working. You want to believe your teammates or partners feel the same, and you're open to giving someone the benefit of the doubt should problems develop. In fact, you may not even see these initial difficulties as problems—rather they are start-up "challenges," and you hope to do all you can to promote progress. Usually, that's the spirit to keep involvement, commitment, and motivation high. After all, if you start into something new with a huge dose of skepticism, you'll hold back, not get much done, and put a damper on everyone's spirits.

Yet, at the same time, keep an eye open for truly serious problems that are signs the project or deal is in trouble. That's when it pays to surface those issues, see if they can be resolved, and halt or even end the arrangement. In other words, proceed with enthusiasm, yet carefully observe and evaluate. You are essentially keeping your watchfulness on a shelf, where it can check on what's going on, without interfering with your participation. Yet if necessary you can always pull it off the shelf to say "Hold on," "Let's look at this," or "Get out and move on." Another way to think of this approach is that you are finding a balance— between participation and observation, between digging in and watching yourself dig, between your right brain's emotional excitement and your left brain's rational analysis of what's going on.


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