As I am dictating this article, I am watching my little boy play in the last soccer game of the season. They had a stellar season, even for six-year-olds. They managed—by luck, crook, and alignment of the starts—to win all but two games.
But tonight, they are face to face and up against the only team with an undefeated season.
The kids are excited.
The parents are excited.
And the game is afoot.
During the first 15 minutes (one full quarter) of the one-hour game, my son’s team spent the entire time defending its goal. In the process, the team gave up two goals.
During the second quarter, my little sweetie pie’s team defended its goal for the first 13 minutes. Finally, two minutes before half time, we scored our first goal. More importantly, it was the first time in the entire game we actually managed to challenge the opponent’s goal.
One minute late, inspired by the taste of blood, our team scored one more point, going into the half behind 3-2.
By the time the game was over, my little boy’s team lost the last game of the season 6-4 in the final two minutes. Having spent all but about 10 minutes defending their own goal, we were surprised the game wasn’t more lopsided.
It was only until close to the end of the first half that it dawned on me that a game cannot be won defending one’s home turf. It can only be won my attacking your opponent’s.
At a ripe and experienced age, on a Friday night, I finally got that victory is never secured by playing defense.
Victory can only be secured by playing offense.
The implications to 9/11 are obvious.
But so too are the implications to business.
Many of us are reeling from the roller coaster ride we all shared from January 2000 to December 2001, and still others of us are devastated by the economic upheaval of the post September 11 aftermath.
Regardless, the obvious reality is that…victory is never achieved defending oneself. It is only won attacking new terrain.
While it goes without saying, we have to secure our airports, post offices, and medical supply routes—we have to protect our primary niche in business—and that does nothing to win the war: it only allows us to survive and fight another day.
What wins the war is carving out a new position we haven’t seen before.
What allows us to win the war is executing a brilliant advance on the consumer or business terrain we’ve targeted, preferably low casualty and high-yield.
What wins the war is, on the one side, hunkering down; but more importantly, and on the other side, incessant strategic strikes with minimal casualties.
Whether we’re talking about the war on terrorism or protecting our business turf, what I got is that wars are won by capturing new ground and even, when necessary, devastating the opposition. What I also got is that investing the majority of your resources defending your goal almost assuredly leads to defeat.
Let me make a simple point.
If you want 2002 to be different than 2001, note the following: 2001 was about reinforcing your defenses. 2002 is about going on the offense—that’s where you’ve got your best shot at victory.
After all, if not now, when?
Original writing date: January 2002