Endless Options and the Hopelessness of Getting it Right

Schitt’s Creek . . . The Great British Baking Show . . . Peaky Blinders . . . El Camino . . . Surf’s Up . . . Ancient Aliens . . . Mary Poppins Returns . . .

You’re going to watch Netflix. Easy decision.

Which show? Not so easy.

How much time, on average, do you spend scrolling through Netflix options before settling on the show you’re actually going to watch? There are the “Popular on Netflix” titles like above. You also have “New This Week” to explore. “Critically Acclaimed Movies.” “Goofy Comedies.” Even “Binge-worthy Supernatural TV Horror.”

In the end, of course, the endless options become so overwhelming that you scroll back up to the “Continue Watching for Peter” section and click on “The Office.”

 

Life constantly presents choices for us to make–tons of them. Too many of them. And for each choice, there are a thousand options. More.

The endless options presented frequently leave us experiencing a strange phenomenon, termed “Overchoice” by the writer Alvin Toffler: We become overwhelmed. Maybe paralyzed. Certainly stressed. Disappointed or dissatisfied. What if we’re making the wrong choice? What are the risks in that other choice? What might happen if I pick that one? What might happen if I don’t?

 

Life hands us some pretty insignificant dilemmas: What should I wear today?

But life also hands us some pretty consequential dilemmas, too: Who should I date? What should I study?

And if you’re in business or in management, it seems like every day throws you a hundred of those consequential decisions, each with its own set up endless options: Who should lead this project? Which design to pick? Which candidates should be hired? How should this process be ordered? How should the surplus be used?

Trying to figure out which choice to make is a great idea. This blog post is not about how to do that.

This blog post is about when you’re ready to bang your head against the wall because there are too many “right” choices and too many “wrong” choices. When you’re at your wits’ end, because if you choose A, then B will happen, but if you choose B, then C will happen, and if you choose A and B, then OMG what if XYZ happens?! You can think of a hundred reasons for each option and a hundred reasons against each option, and you’ve already exhausted a hundred options.

Then what?

Well it’s a consequential matter, so you’d better figure out the best option. Right?

Wrong.

 

I think one of the most valuable lessons I’ve learned about decision making–particularly when it comes to management and business, but I think in other areas of life as well–is this:

Choosing the “right” option isn’t THAT important.

Ew, that sentence doesn’t feel right.

Sure, in some situations, you’ll have several options and after a little research be pretty confident about which option will lead to the best results. And when you can figure that out, great!

But really, in lots and lots of situations, you’ll have an endless number of options, and “getting it right” is absolutely hopeless. Or at least, so unlikely and so messy that it’s probably healthier in the long run to just go with a GOOD choice (instead of THE RIGHT choice) and then focus all your energy on executing that choice like a pro.

When you spend hours and hours, days and days, on one decision, you might find yourself no closer to figuring it out. No more confident. Worse, you might have finally settled on the exact right option only to have a sudden new thought knock your decision right off balance again. Back to the drawing board.

You can put so much unrealistic pressure on yourself, responsibility to somehow determine each potential outcome, to know each risk inside and out. You can lose sleep over whether you’re making the right or wrong choice, because you just can’t be quite sure.

And goodness knows, no matter how right your choice, it will turn out to be wrong. Something bad WILL happen because of the option you picked, no matter what. If you pick A, you’ll realize that it cost you B. And if you pick B, you’ll realize that it cost you A.

So maybe there isn’t one “right” option. And even if there is, maybe you have no way of discovering it. Maybe it makes better sense to flip through fifty options, pick your ten favorites to analyze, and flip a coin over the two that “feel” the most right after a while.

 

Honestly, you’re not going to be successful–at business, at management, at life–because you somehow put your finger on the absolutely right choice. You’re going to be successful because you kicked butt when you executed on the choice that was made. You’re going to be successful because when an option was finally chosen, you embraced it, you didn’t look back, you made the best of its weaknesses, and you pushed full steam ahead to explore and capitalize on its strengths. You didn’t lose too much sleep. You didn’t drive yourself nuts. You’re not wallowing in guilt for what your decision might have cost. You’re not wasting loads of time and energy examining endless options. You’re not giving up completely and ignoring the decision to be made. You’re just leading and executing like a bad-ass.

 

So when you find yourself unsure of what to pick, afraid you’ll make the wrong choice, sometimes it’s all going to go better if you just go for it!

After all, no matter which option you pick, right before you commit, you’re definitely going to think, “Oh man, that wasn’t the right decision, was it?”

So stop aiming at perfection. Just aim at something great and then move past the deciding stage to the stage where actual Stuff happens.

 

I think I’ve noticed these two things about great leaders:

First, they know that the one option THEY select out of the endless options isn’t really the most important thing. They don’t get paralyzed wondering and second-guessing. They do a little analyzing and then make their best educated guess. Then they focus fully and powerfully on executing it.

Second, they often really don’t care which one option their FOLLOWERS select out of the endless options. They won’t hold your hand, they won’t give you the answer, they won’t tell you which decision they think you should make. They say, “I know you’ll make a good decision” and then they support you and have your back.

Because there will always be endless options and “getting it right” can be hopeless.

So “getting it right” must not always be the part that matters.

 

All that being said, I know there are some decisions so consequential that maybe all the soul-searching and analyzing are worth it. I just think we way overestimate how many of those decisions we see in a day. Or in a lifetime.

Good luck flipping coins!

 

And no, I haven’t really applied this lesson very well in my personal life. I still browse Netflix for an inordinate amount of time, and my show-picking hasn’t really improved. Although, maybe watching The Office for the 20th time really was the best choice all along.

Robert K Greenleaf - overchoice

3 Unique Suggestions for Connecting Deeply

One-on-one. A group of friends. An audience watching you on stage. Whatever the context–truly, deeply connecting is the key to making a difference, to getting your message across, to building trust, to leaving a lasting impression, to inspiring good.

And I don’t think the ingredients in genuine connection differ too much from context to context.

So how DO you truly connect?

These aren’t the “top 3 ways.” There are lots of top 3 ways. But here are 3 ways that I found EXTREMELY useful in crafting a recent speech for my Toastmasters club:

1. Don’t describe your history. Use stories that give them the chance to feel your history.

Stories are said to increase your audience’s memory by twenty-two times what they’ll retain from the rest of your words. Stories are powerful.

I think where we can go wrong with stories, though, is telling people everything we think about our stories–how we felt about them, how we understood them, how everything fit in. Those aren’t bad things, but they’re not what’s memorable. What’s memorable–what really connects–is taking your audience’s hand and walking them through the story for themselves. It’s okay if they fill the story in with a few different colors and shapes than you. Let their imagination do its thing. All you need to do is put the audience right there. To put them through the experience as bluntly as you can.

I will understand you far better by reliving a couple crazy moments from your childhood than by hearing all the philosophizing you want to do about it all.

2. Get weirdly specific.

I wish I could take credit for this idea. I have learned to use it a lot, but I learned its value from an interview with a comedian. I’m pretty sure it was John Mulaney. Might have been Mike Birbiglia. It may have been John Mulaney talking about what he learned from Mike Birbiglia–who knows. Either way, here’s the gist: It’s easy to assume that the more broadly shared your experiences, the more people will get you. Well actually, it turns out that people get realness, not generic-ness. Even if their real was a little different than yours–they can feel your realness. People’s own lives aren’t generic, they’re extremely specific. So get very, super, weirdly specific.

For example: “When I was 18 I used to covertly bypass our burglar alarm at night so that I could sneak out later to take walks . . . alone . . . in the dark . . . in my trench coat.”

I could have told you all about how sheltered I felt my childhood was, the lack of freedom I felt, my desperation to get away, my loneliness and what a lifesaver my loneliness actually was to me, my fear and my need to keep my deepest needs sacred, my imagination and its strangely confident sense of my cool self, and the future version of me I expected to be. But those are ideas–concepts–concepts you may have experienced in your own ways in your own life. And making you listen while I analyze all those ideas through my own lenses requires a lot of attention. It requires a lot of you accepting and translating my interpretations. I don’t need to do all that work with you. And you may not have the time or patience. Instead, I can just give you a few really weird details. Details that make you go, “Oh yeah, I also have a weird life,” and then leaves your imagination filling in the blanks in my story. “What kind of kid wears a trench coat?”

3. Make it a roller coaster.

Don’t stay funny. Don’t stay happy. Don’t stay sad. Don’t stay serious. Don’t stay positive. Don’t stay hopeful. Don’t stay negative. Don’t stay bitter.

Life is a roller coaster. A crazy, spicy, ridiculous roller coaster.

Emotional roller coasters get people right in the feels. And getting people right in the feels is what sticks with them.

So lift your audience up. Then dash their hopes. Then show them the beauty in the ashes.

I bet that is an experience they can relate to.

Good luck!

Let’s use our stories to inspire hope and love in each other every chance we get. We’re all in this together!

Jimmy Neil Smith - connection of storytelling