Titanic Syndrome Test for Consultants Page 2

01 When it comes to managing and growing my consulting, coaching, and training business, I get insights and warnings about potential disruptions from the same sources (for example, colleagues, news sources, friends, networks, etc.) and rarely go out of my comfort zone in soliciting information from unusual sources.

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02 I rarely spend dedicated time reflecting on and generating insights on potential threats, disruptions, or opportunities for my consulting/ coaching/ training business (for example, what would I do if I suddenly lose my main client or can no longer travel, etc).

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03 When I generate reflections, insights, and warnings about potential disruptions to my practice, I share them with a very small group of potentially affected people (family, friends, colleagues, partners, etc.) or even keep it all to myself.

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04 In my consulting, coaching, or training practice, I usually start reacting when I am pressed by an unfolding crisis rather than anticipate possible threats or opportunities and act proactively.

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05 I don’t take enough time for reflection, strategizing, creative thinking, and proactive action for safeguarding and growing my consulting, coaching, or training business.

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06 I regularly revert to “Let’s just stick with what works,” “Why fix what’s not broken,” or “That’s just the way I do it” when faced with an invitation to change something in my consulting, coaching, or training practice.

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07 I often get angry and frustrated when faced with the need to do something differently in my consulting, coaching, or training work, even if it is for the better.

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08 When I fail, I often place blame on somebody else (customers, organizational politics, competitors, government, etc.).

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09 In my consulting, coaching, or training practice, I often justify my decisions using past experiences as the main argument. For example, “Trust me, I’ve done it a million times” or “I tried it this way already. It will never work.”

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10 In my consulting, coaching, or training practice, changes are made by myself or a very small group of people. I rarely engage my customers, partners, colleagues, or family in developing and deciding on new products, processes, and strategies.

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11 I have not invested in any training for how to start and implement change in my life or work. As a result, I am not sure what are good practices and tools for managing change successfully.

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12 There are significant gaps between what I say about my commitment to changing something in my consulting, coaching, or training practice and how I actually work, live, allocate resources, spend my time, etc.

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13 In my life and work, I do not welcome “practice rounds” or experimentation. Instead, I expect to execute all changes perfectly on the very first attempt and punish or criticize myself for mistakes and failures in the process.

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14 During the process of change, I rarely stop to celebrate small or short-term wins. As a result, I often feel demotivated and cannot see the progress I am making.

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15 The way my life and work are organized makes it difficult to react to change quickly. (For example, I do not allocate time in my schedule for reflection and experimentation; I have not yet created savings to finance change in my consulting, coaching, or training business; etc.)

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TITANIC SYNDROME KILLS MANY COMPANIES - AS WELL AS CONSULTING & COACHING PRACTICES THAT SERVE THEM

Read each statement below. On the scale from 0 to 5, zero being "This in nothing like my consulting, coaching, or training practice", and five being "This is 100% my consulting, coaching, or training practice", assess the relevance of each statement for you and your work.

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