A Bias for Action

Sam Robinson was an early mentor in my career. Currently tearing it up as the CEO at Sam Villa, this is a man who has forgotten more about business (and particularly retail) than I will ever know.

I met Sam when I was running the marketing for the retail division of Provo Craft. The company had just completed its first $100 million year and was taking private equity money from a local PE firm. With the money came a lot of changes. Changes in management, policy, goals and culture. Sam was brought in as the new head of the retail division and became my new boss.

One of the things Sam was great at, was navigating change with repeatable sayings. He consistently preached that, as a department, we would exhibit a “bias for action.”

Now the concept of action bias made its way into the American lexicon as a result of several psychological studies, including examining soccer goalies. The keepers displayed action bias by lunging one way or the other when their best bet for defending the goal was actually to stay put. In these studies, action bias reflected detrimental impatience and instability. But despite this lesser-known reference, Sam’s use of the expression was infinitely more useful, practical and positive for us. He wasn’t reading psychology anyway—he was getting stuff done.

In Sam’s parlance, a bias for action was all about execution. No management process represents airtight communication. Nor should it be. Sam understood that the culture should dictate most of the decisions of individual employees, rather than top-down instruction through the chain of command. A culture around a bias for action was his way of instilling an ethos of productivity. If you found yourself at a momentary loss for what to do, just find a way to act. Chances are it will move the company incrementally forward.

This maxim is rooted in the same principle as “Even if you are headed in the right direction, you’ll get run over if you just sit there,” “A rolling stone gathers no moss,” and “Execute, execute, execute.” It was GTD at the most elementary level.

Since that time, I have tried to incorporate the principle of action into my habits (along with several other nuggets of wisdom I owe to Sam), and been much better off for it.

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