Skip to content

Why High Achievers Almost Always Plan Contingencies.

Clive Griffiths
Clive Griffiths
— 1 min read

Why High Achievers Almost Always Plan Contingencies
— Aiming for the Best, Preparing for the Worst

Calculated Risk-Taking with Strategic Foresight

What the expert says:




— Nassim Nicholas Taleb, The Black Swan

Top performers recognize that randomness plays a significant role in both success and failure.

---

What that means in practice:

⇥ Identify risks, but don’t ignore randomness.
⇥ Plan for contingencies, not just for success.
⇥ Balance bold action with thoughtful foresight.

⇥ Accept randomness, but learn from each result.
⇥ Focus on mitigating losses in case of failure.
⇥ Experiment often but limit high-stake risks.

Balance bold moves with thoughtful risk management.

---

Mini-mission:

1. Review a recent success and analyse external factors.
2. Identify where randomness or luck played a role.
3. Plan how to reduce risk in future similar actions.

Manage risk, expect the unexpected!

Why?

↳ Understanding randomness helps refine risk management.
↳ Focusing on controllable outcomes improves decision-making.
↳ Calculated risks push boundaries while minimizing failure.
↳ Balancing boldness and foresight ensures sustainable success.

Be mindful of randomness while maintaining a calculated approach to risk. Ensure you push boundaries without acting recklessly.

---

LinkedIn PostsLI-2024

Related Posts

Members Public

Proposing value, not activity.

What inspired yesterday’s post about value? Well... I’d just been reading a proposal. Actually it was more like a situation diagnosis report and statement of work with a price at the end. Nothing like the investment business case it needed to be. That's something I’ve

Proposing value, not activity.
Members Public

Structural Tension

What inspired yesterday's post? It's great when your LinkedIn post gets some interaction. People not just saying "attaboy" but adding and deepening the dialogue. Thanks to those who took time and did. Here's some background. Perhaps explaining why it's difficult

Structural Tension
Members Public

The part-time, poor relation.

In the majority of consulting firms the people who do the work are the ones who have to sell it too. That dual role creates an advantage and a tension. The advantages The advantages make consultants attractive to clients. Insights based on experience. The consultant can talk about the reality

The part-time, poor relation.