“Use the formula P 40% to 70%, in which P stands for the probability of success
and the numbers indicate the percentage of information acquired. Once
the information is in the 40% to 70% range, go with your gut.”
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General (USA-Ret) Colin L. Powell. Source: Briefing presented by Gen Powell to the
Outreach To America Program, SEARS Corporate Headquarters, Chicago, Illinois
Powell eloquently simplifies DMQ into a macro view with this basic formula while reminding leaders that procrastination in the name of reducing risks actually increases risks.
In a future post, we’ll discuss the components that make up our overall DMQ, which include: DMQ-Base System, DMQ-Inner Circle, DMQ-Vision of Future Self, DMQ-Self-Sabotage, DMQ-Courage, DMQ-Heart and DMQ-Soul. In this post, we’ll discuss overall DMQ to understand a few underlying attributes?
I believe, as strange as it still sounds to me, DMQ is the Secret to Life. Here are three reasons for this belief.
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First; The DMQ Circular Loop Syndrome is an inescapable gravity. Figure: 1-4 in my book, “Get MAD! 7 Keys to Being an Admired, Kick-Ass Leader”, explains this in great detail. In summary, DMQ-sub is a leader’s subjective view of their talents, which includes their own DMQ (see the circular loop issue?). DMQ-obj is the most objective view of their DMQ.
Example of DMQ-obj, Fortune 500 CEO’s: We all know objectively, 250 of the 500 CEO’s are in the bottom-half. However, does anyone believe 250 of the Fortune 500 CEO’s would agree they’re in the bottom-half? Subjectively, most CEO’s would likely rank themselves in the top-half or higher. This exemplifies the disconnect between DMQ-sub and DMQ-obj and the associated, unintended consequences that can impact our lives.
Second; in our travels through life, professionally and personally, we are constantly making choices. These choices in turn, open and close doors to new journeys and choices. When leaders make good choices, typically good options are availed. When leaders make breakthrough choices, breakthrough opportunities and Visions for new Possibilities are availed. A leader’s DMQ-obj today, is the primary catalyst; good, bad or ugly, for future possibilities.
Third; a leader’s DMQ can be categorized into the past, the current and the future. Very rarely, does a leader’s “score” in these three categories change over their lifetime. Thus; the rearview mirror is the most likely predictor of one’s current and future DMQ. High DMQ Leaders with the strongest vision of future selves are able to muster up the patience and courage to make the best choices today, that in turn, enable new amazing possibilities to become available in their futures.
Absent a high DMQ-obj and Vision for Possibilities, leaders tend to make camouflaged, self-sabotaging decisions that look and feel like the right thing to do now; only to discover in the future, the options they wanted to have, hoped for, wished for, etc. aren’t available, due to their previous limiting decisions they made in the past. Their decisions enable more of what they’ve experienced in the past, just in different sizes, shapes and colors.
Create exceptional, amazing Visions of Possibilities, professionally, personally and in your communities; and then etch them into granite, if you’re committed to being an exceptional, holistic leader, in every area of your life.
Who changes the world? I believe it’s almost exclusively the Top-7%. They are the only ones with the Talent Portfolios and social consciences needed to actually implement significant positive social impact. If you believe you’re one of these executives, we’d love to explore possible opportunities.
Get Making A Difference! ~ JR
