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9EXPECTTHEUNEXPECTEDNotallplanningshouldinvolveworkingwithwhatyouknoworcananticipate.Theothersideofplanningispreparingfortheunexpectedthoseeventsthatarelargelyunpredictablebutcouldhaveanevengreaterimpactonabusinessandthepersonallivesofitsprincipals.Thattheunexpectedisunpre-dictableisnotanexcusefornotplanningforthemostcommonsituations.Asexampleshowtocopewithamajorclientdepart-ingresultinginasuddenincomedroughtoristhereacontin-gencyplanshouldadisastermakea4rmx19sof4cesuninhabit-ableorwhowillassumeaprincipalx19sresponsibilitiesshouldsheorhebecomeincapacitatedSoonerorlatermostcreativermsparticularlysmalleronesfaceoneormoreunexpectedeventsthatthreatentheirexis-tence.10MAINTAINBALANCEFinallymanagingisnotjustabouthandlingrelationshipswithothers.Itisalsoabouttherela-tionshipbetweenourowntwolivesx14professionalandpersonal.Eachaffectstheother.Althoughwearealldifferentinmanywaysonethingwehaveincommonisbeinginacareerthatcanbehighlystress-ful.Beingabletodissipatethatstressplaysalargeroleinmain-tainingpersonalandbusinesshealthoverthelifetimeofacareer.Formostofusthisrequiresdevelopingadiverserangeofoutsideintereststobalanceworklifestresses.Whatx19simportantthoughisnothowwedoitbutthatwerecognizetheproblemandaddressit.Stayingmentallyhealthyoveronex19sworklifeisthemostimpor-tantmanagingprincipleofall.moralenottomentionprof-itability.Equallysignificantafirmx19sclientstodayaffectthoseitwillattracttomorrow.Whetheritisemployeessup-pliersorclientsflyingwitheaglesattractsmoreeagles.5DISPLAYCONFIDENCEPsychologyplaysanimportantroleinmanagementespeciallywhenitcomestoself-con4-dence.Whateverthesubjectyourownconvictionisaprereq-uisitetogainingtherespectofothersandinwinningthemovertoyourpointofview.Mannerismsorcommentsthatexpressuncertaintyx14indecisionapologieslackofenthusiasmetc.x14arepickedupbyothersfeedtheirmisgivingsandunder-mineyourgoals.Forinstanceneverbelack-adaisicalaboutwhatyoubelievewillworkbestforaclient.Astrongopinioniswhattheyarepayingyouforandwhateverygoodoneexpects.Respecttheviewpointsofothersandrecog-nizewhenitisbettertoacqui-escetotheirjudgments.Butdonx19tsoft-peddleyourowncon-victions.Self-condenceisnecessarytogainthecondenceofothers.6ACTDECISIVELYThe5ipsideofcon4denceisindecisiontypicallyseenbyoth-ersasasignofweaknessorlackofcommitment.Respectandsuc-cessfollowsthosewhoarenotafraidtotaketheinitiativewhenitx19scalledfor.Eveninsituationswheremak-ingadecisionmeansgoingoutonalimbitisoftenbettertotakeachancethantotakethesaferouteofwaitingforcon4r-mation.Noonegainsrespectbybeingtimidespeciallywhendeadlinesorschedulesareatrisk.Procrastinatingseldommakesdecisionscomeeasiereither.Andhowmanygoodideashavediedoropportunitieslostbecauseofalackofassertionortoomuchconsideration7CreativeBusinessx14SeptemberOctober2011CBChancesareyourgutfeelonwhatmustbedoneandwhenisrightmoretimesthannot.7AVOIDSURPRISESAvoidingsurprisesamongclientshastobeahighpriorityinabusinessthatproducesloosely-de4nedsubjectively-judgedcus-tomizedproducts.Nonethelesssurprisedclientsarethesourceofcountlessandcostlymisun-derstandings.Theproblemislackofcom-municationusuallyareluctancetofaceupearlytothe4nancialeffectofcreativeandschedulechanges.Whateverthecausethelongerdiscussionontheeffectisdelayedthelesslikelyforamutually-agreeableresolu-tion.Withoutprioragreementclientsshouldneverreceiveaninvoicedifferentfromwhattheyhavepreviouslyagreedtodespitewhosefaultitmightbe.Aninvoicewithnumbersthatsurpriseaclientisausuallycostlymanagementfailure.8HAVEAPLANCreativebusinessesaresome-thingofaschizophrenicmixofcreativeactivitywhichrewardsspontaneityandbusinessactivi-tywhichrewardsplanning.Itx19sarealitywithpotentialcon5ict.Becausethelatterisusuallylessenjoyableandalwayslesspressingitoftengetsshort-shrift.Yet4rmsthatdonx19ttakethetimetoplanforthefuturegetstuckinareactivecycle.Thepressingdemandsofothersendupcontrollingtheirbusiness.Andnobusinesscaneverpros-perwhenitisnotinchargeofitsowndestiny.Theonlywaytobreakthiscycleisbeproactiveaboutthewaythebusinessshoulddevel-opconsiderregularlywhetheritisontherightcoursedevelopplanstomakeitbetterthentakethestepstoachievethem.Along-termsuccessfulbusi-nessesrequiresthecontrolthatcomesonlyfromchartingitsownfuture.