Hey :) 

One capability I’ve built over the years—maybe you could call it a skill—is the ability to get things finished.

Not just started. Finished.

A lot of people describe themselves as “starters.” They have ideas. They get excited. They begin things. And they often assume that not finishing is just part of their personality.

I’m not convinced that’s true.

I think finishing is less about personality and much more about confidence and capability. The confidence to stick with something once the novelty wears off. And the capability to see a piece of work all the way through to a real end.

If you’re in a small team, you sometimes don’t have a choice. Things have to get done. But even then, I’ve noticed a pattern: many people around me are very good at starting things—and far less good at completing them. The result is that the value they create for the market is capped. Potentially good work never fully materialises.

I see this in myself too, just in a slightly different form.

I enjoy doing things for the first time. I like the challenge of figuring something out that hasn’t been done before. But once I’ve solved the problem and done it a few times, my interest drops off fast. When something becomes easy, I can get bored.

That boredom is just another form of resistance.

Here’s a concrete example.

Recently, I started packaging our frameworks into participant workbooks. We’d never done it before. There was a learning curve. Decisions to make. A process to design.

I’ve now created several of them, and by the end of January there’ll be seven or eight in total. They look great. The feedback has been strong. People are genuinely excited about them.

And here’s the trap.

That feeling of “this is done” is completely false.

What I actually did was step one of a much bigger job. I built the capability to create workbooks. I figured out the process. I removed the unknowns.

Now comes the part my brain doesn’t love.

Doing it again.
And again.
And again.

Because finishing doesn’t look like “a few great workbooks.”
 
Finishing looks like a structured, centralised library of over a hundred workbooks.
Each paired with facilitation guides.
Version-controlled.
Quality-assured.
Clearly mapped to when and how each should be used with a client.
Accessible to every coach in the business.

That’s the actual outcome.

If I stopped after a handful—no matter how good they were—I’d have started something, not finished it.

So I had to consciously reframe the challenge.

The challenge isn’t “can I create a workbook?”
That’s already been solved.

The real challenge is building a robust coaching infrastructure—something that supports clients, supports partner coaches, and scales beyond me. The rinse-and-repeat work only feels boring if I stay focused on the wrong problem.

This comes up for a lot of us.

We love the figuring-it-out phase.
We lose momentum once it’s figured out.

The shift is learning to lean into what comes after novelty:

Once something is clear and repeatable, that’s not the end of the road—that’s the beginning of scale. It’s also the moment where you can start asking a better question: what part of this actually requires me, and what doesn’t?

That’s how the spiral moves upward.

You commit.
You push through resistance.
You build capability.
Your confidence increases.
The business becomes more valuable.

And then you repeat the cycle at a higher level.

Finishing isn’t glamorous.
But it’s where the real value lives.

🗣️ 👀

Chris.