5 Reasons Not To Be Extra-Ordinary

Here are my top 5 reasons for you to revel in being conventional and invisible.

1. You don’t have time.
You have 24 hours just like anyone else and you just can’t fit any more in. You’re already working 10-12 hour days, and you can’t delay one thing for this. Don’t worry, it’s the most common and obvious reason for ordinariness.

2. You don’t have the budget or resources.
Money (and resources)  is tight (as always) and is already committed to other projects. It’ll have to wait until the next budget round, as will being extra-ordinary.

3. It’s not your job.
You don’t get paid to do this. You don’t care if it could fast-track your career. You’ve got a monthly report to write, the usual meetings to attend and Lorna’s morning tea to go to. Safe and unremarkable.

4. You tried this before and it didn’t work.
The situation is exactly the same as it was 5 years ago when you attempted to get this off the ground. There’s no way it will work now.

5. The company isn’t in the gaming industry, we make consumer electronics.
Why would we want to invest in gaming, when consumer electronics is working well for us? This is a bit left-field isn’t it? Let’s stick with what we know works.

Are you working towards being ordinary or extra-ordinary?


  1. Paul Brown says:

    Nice switcheroo on the usual Top 5 lists to ‘Success’ we are regularly bombarded with. These inhibitors are all too familiar as typical organisational (and personal) behaviours and are tolerated by too many. Of course, ‘Ordinary’ pays the bills for many, and doesn’t upset creditors who demand a continuous and secure financial stream from the human cogs in the capitalist economy. If businesses were to make the first statement of every Vision, Strategic Policy, document and business card they produced that their goal was to be ‘Successful to the extent that they are the world ‘s best in their field’, and to make their clients similarly ‘Successful’, and they were serious about it, then these behaviours would perish from their organisational DNA straight away. They would simply not be tolerated. In businesses where these ‘Reasons not to Extra-Ordinary’ can be observed, you have to question the seriousness of the captains of those industries to achieve beyond the ordinary (for either themselves or their clients).

    1. Sally says:

      Thanks for your comments Paul.

      I think that all too often people/leaders/captains of industry get too caught up in doing what they always do, and talking to the same people they always talk to. Accepting and investing in ideas from others outside your “usual” circle takes courage and often perseverance, but can result in extra-ordinary achievements.

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