When we are worrying about something and not doing anything, we choose to be worrying so we can do nothing. When we are doing something, we put the worry aside and execute actions. 

There are millions of things we can worry about, so there is no end to being concerned unless we put a stop to it. Frankly, it is pretty comfortable not to do anything and blame the things we worried about, right? What if it fails? What if it falls? What if it does not work out as planned? These are sensible questions, but we all know that we have no answers for these questions now. We can only see as it unfolds. Therefore, chronic worrying and raising questions like that are banned in my company because they are toxic. It is funny that those who raise these questions may think that they are contributing to the project. I don’t think so. 

We should not confuse chronic worrying with being risk-averse. Being risk-averse is acknowledging the risk behind an action and setting expectations of return accordingly. Risk mitigation is the utmost important quality of a leader besides being transparent, supportive, and visionary. In an organization, the leader should see the storm before it comes and starts preparing for it. Once you do your risk assessment, the only thing left on the table is to pick a path, walk it, and not fall into the indulgence of chronic worrying. 

We all die. Let’s acknowledge that and move on. Play the game well. 

"veni, vidi, vici"
with love from Copenhagen 🇩🇰