ANALYSIS PARALYSIS is killing your Upper Cervical Practice
We have all likely heard the term analysis paralysis which is the delay produced from overthinking a decision. Sometimes this paralysis analysis leads to you being unable to make a decision at all. From time to time we have all likely suffered from this condition.
But how is it affecting your practice?
We talk with Upper Cervical Doctors all the time and we noticed that frequently the doctors who are the most successful are also the most decisive so let’s look at some ways that analysis paralysis may be affecting your practice and what you can do about it.
In all industries great leaders are frequently great decision-makers. One of the most effective traits great leaders have in common is the ability to have emotional self-control when making decisions. Not allowing emotions such as anxiety or fear to slow down or eliminate their ability to make a decision.
In order to make strategic, long-term decisions, we must know how to bring down the intense emotional reaction so that we can engage a different part of our brains (the prefrontal cortex), which is responsible for looking at the big picture and long-term planning. Paradoxically, the way to do this is to accept and allow whatever emotional reaction we are having and choose to focus on the facts as much as possible.
There Are No Perfect Decision-Makers
There is no way to eliminate all risks associated with decisions. But as a business owner it is important that you are able to look at the facts and take logical risks for the benefit of you and your practice.
Another important distinction is to know that you cannot make perfect decisions all the time. Sometimes you will make decisions that don’t work and you need to be okay with that in order to not get stuck in analysis paralysis. Great leaders believe that they will win or learn. A decision that does not bring the outcome you were expecting is an opportunity to learn and make better decisions in the future.
Avoid the I Need More Information Excuse
Great leaders frequently start before they feel ready. A great example is Richard Branson who started Virgin Airlines even though he had never flown a plane nor knew anything about the engineering of planes. Collecting and analyzing more and more information is a tempting way to try and overcome the uncertainty that comes with making decisions. It’s easy to trick ourselves into thinking we’re making progress. In the end, action is what decides our ultimate success or failure. So the next time y