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Let s start with Dr. Ch rie Carter-Scott, whose Motivation Management Service Institute has worked with many Fortune 500 companies. Carter-Scott has written three popular books: If Life Is a Game, These Are the Rules; If Love Is a Game, These Are the Rules; and If Success Is a Game, These Are the Rules.6 Let s study the last one, because of its subject: success. Some of Carter-Scott s rules are strictly motivational. They tell you to make your own definition of success, to trust yourself, and to learn from setbacks. The rules that apply directly to strategy start with wanting success. Then come goals as the stepping stones on your path. Then come actions, which you plan, and unforeseen opportunities to advance your goals. We recognize Carter-Scott s school of strategy: strategic planning. You set goals, plan actions to reach those goals, and then implement your plan, just as Jomini says. We find some strategic flexibility, too, as unforeseen opportunities can change your path to your goal. Carter-Scott gives more detail on how to turn goals into actions. She reports: The question I am asked most frequently when it comes to getting from where you are to where you want to go is: I want to, but how do I do it In reply, she tells you to make lists of all the possible things you can do to take your wish forward. You must be brave and write down everything you can imagine. Then you start with the one action step that jumps off the page at you. If nothing jumps, choose the one that s easiest to get done. Then you do the next one. And so on through your list. We wonder whether it is expert intuition that makes an action jump off the page. We just don t know. Otherwise, here s how you decide what action to take: You do what it s possible to do, what you can imagine, and what s easiest to get done. That s not much guidance. But no matter. In strategic planning, for life or for work, the key is not what action you choose, but how much concentration and persistence you bring to it. That s where motivation comes in, to keep you plugging away.
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216 T H E A P P L I C A T I O N O F E X P E R T I N T U I T I O N
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Not so in the art of what works. What action you choose makes all the difference. You combine elements of past achievement. That s what makes for success. Carter-Scott accepts without question the value of strategic planning:7
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Goal-setting has become a rather overused term in the field of career and life guidance, but there s no way around it: It is still the most effective way to get you from where you are now to where you want to go. Conventional wisdom may seem ordinary, but the power of its effectiveness lies in its universality.
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In contrast, the art of what works gets you from where you are now to where you can go, which is not necessarily where you want to go most. And Mintzberg s book The Rise and Fall of Strategic Planning showed us that a universal method is not the same as an effective one. Yet Carter-Scott correctly notes that goal setting dominates the field of personal strategy. It has done so for a long time, starting in 1937 with the first modern best-seller on the subject: Think and Grow Rich, by Napoleon Hill. Hill offers proven steps to riches that he discovered from interviews with Andrew Carnegie and 500 other wealthy men. Like Carter-Scott, he offers some motivational steps, such as faith and auto-suggestion. His steps follow the classic sequence of strategic planning: desire, then organized planning, then persistence. That adds up to Hill s core advice: definitiveness of purpose. Again, the key is not what action you choose, but whether you do it with concentration and persistence. Yet Hill hints at expert intuition too. There s a step for specialized knowledge, where you learn the service, merchandise or profession which you intend to offer in return for a fortune. So expertise counts, but only to help you reach your goal. It does not help you set the goal in the first place, as in the art of what works. There s also a step for imagination, but Hill dismisses synthetic imagination that combines existing elements. He favors instead creative imagination that comes from direct communication with Infinite Intelligence. It s the old definition of intu-
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