In business, we are not particularly good at the kind of singular focus required to take full advantage of pivot points or strategic inflection points when they occur. It often seems we feel the need to mitigate absolutely all of the natural risks associated with a big decision. As a result, we never quite make the commitment necessary to take full advantage of the situation. Instead, we carefully hedge our bets, rather than aggressively pursuing our options and, in the process, we limit the full scope of the opportunity we have.
Opportunity sensing is about taking advantage of the discontinuities when they appear. Opportunity sensing is about staking a claim on an unknown piece of land. Opportunity sensing is knowing, deep in your bones, that what you are about to do just feels right. The leader who can get comfortable with this new way of thinking is the one who will be able to take maximum advantage of the opportunities resident in the state of disequilibrium in which we find ourselves today.
There is a distinct emotion that accompanies the arrival of a great business opportunity. It is part adrenaline, part fear and part excitement. It is the same emotional high that comes with being close to inevitable victory in a season ending hockey game. It is the point at which everything around slows down, your vision becomes crystal clear and things seem to be effortless, because you can taste victory. In business, moments like these are all too rare. They may be found, from time to time, in the thrill of concluding an acquisition, the inauguration of a new manufacturing plant, the opening of a new store, (or a Game 7 overtime win) but seldom are they part of an organization’s day-to-day experience.