Start Now. Get Perfect Later.

Start Now. Get Perfect Later. Plot Summary

Introduction

We've all been there – staring at a blank page, second-guessing our decisions, or endlessly researching instead of taking action. That voice in your head whispers, "Just a bit more planning," or "What if I make a mistake?" And suddenly, another day passes with dreams still on hold. Procrastination and indecision aren't character flaws; they're natural protective mechanisms that have simply outlived their usefulness in our modern world. The truth is that waiting for perfect conditions, perfect knowledge, or perfect skills only leads to one outcome: perfect inaction. The most successful people throughout history share one critical trait – decisiveness. They understand that starting with imperfection and improving along the way yields far better results than never starting at all. Throughout the following chapters, you'll discover practical strategies to break free from analysis paralysis, silence your inner critic, and build the decision-making muscle that transforms intention into achievement. It's time to embrace imperfection as your starting point and let action become your greatest teacher.

Chapter 1: Embrace Imperfection as Your Starting Point

Perfectionism is often worn as a badge of honor, as if it's a trait of greatness. In job interviews, when asked about weaknesses, many people proudly claim, "I'm a perfectionist." Then they spin it into a strength: "but that makes me sooo great at my job." Six months later, they leave because their brain melted out of their ears when things weren't perfectly in place. When I was at university, I used to line up all my shirts in color order from dark to light, with each hanger exactly the same distance apart. I would precisely arrange my Jeffery West boots and tuck them neatly under my shirt rail. I couldn't leave the room until everything was perfect. My friends soon caught on and started moving the shoes and shirts just slightly. They'd watch as I felt compelled to go back and line everything up again. They loved it, and it nearly short-circuited my brain! While I still like tidiness and color-coordinated clothes today, my kids put my OCD right into perspective and out the window. There's a significant difference between wanting to be organized and doing something well versus being a pedantic perfectionist. Yes, plan and prepare, but then "Start Now." Strive for professional and personal excellence, not perfection. Perfectionism is actually a curse that hinders progress. The paradox is that we are perfectly imperfect just as we are. We aren't broken. We're flawed and unique, and we make mistakes. We need to strive for better to grow and learn, but the constant pursuit of the unattainable causes insecurity and feelings that "it's never enough," leading to paralysis that prolongs procrastination. Perfect would be boring anyway. You'd lose purpose with nowhere to grow. People are actually attracted to your flaws – no one relates to perfection. The pain and paradox of perfectionism comes from fear, not strength. You might fear the unknown, making mistakes, taking risks, being wrong, looking stupid, being judged, being rejected, or not living up to expectations. You might fear letting people down or that it (or you) is never enough. The decision or task could seem hard because you want to get it just right. As Napoleon Hill wisely said, "Don't wait. The time will never be just right." You probably weren't perfect the first time you had sex, but that didn't stop you from trying! Bob Rotella, sport and golf psychologist, offers valuable advice: "Practice like it's a competition so you can compete like it's a practice session." This mindset frees you from the paralysis of perfectionism and allows you to embrace starting with imperfection as your path to eventual excellence.

Chapter 2: Break Free from Analysis Paralysis

Analysis paralysis occurs when overthinking prevents you from making decisions or taking action. It's like being trapped in a loop of endless research, weighing options, and second-guessing yourself until the opportunity passes or becomes an emergency. The void between a good decision and a bad decision is where procrastination sits – a black hole of non-decision that, ironically, is still a decision. I went on my first public speaking course in Australia in 2006. It was life-changing, but I felt very challenged and vulnerable. I remember being consumed with worry about what my fellow would-be speakers thought of my terrible presentation attempts. Years later, when I designed and delivered my own public speaking courses, I realized something important: when you're speaking, your audience isn't even listening to you! They're too busy worrying about their own upcoming performance. Most of the things we think people are judging us on are the same fears that everyone else has – they're too consumed with themselves to care about what we're doing. Research shows we spend on average 1 hour 50 minutes a day fretting, amounting to 12 hours 53 minutes a week – or 4 years 11 months across the average adult lifetime. All that time wasted worrying about things that won't happen and people thinking things about you that they're not thinking! As Churchill said: "You will never reach your destination if you stop and throw stones at every dog that barks." Just halving your worry about what others might think would free up two years' worth of thoughts. To break free from analysis paralysis, remember that all decisions – good, bad, or doing nothing – involve stepping into the unknown. Many people delay decisions because they want to know all variables upfront, which is impossible. The irony is that procrastinating because the future is unknown often becomes the worst decision of all. Since each possible scenario of the future is unknown anyway, you might as well make a proactive, imperfect decision. When feeling stuck in the void of indecision, try these approaches: First, use the "Pros & Cons" method – simply put "Pro" or "Upside" on the left side of a sheet, and "Con" or "Downside" on the right, then list them all out. The decision will often make itself apparent. Second, diminish the importance and remove the permanence of decisions – in 100 years (or maybe a week), most decisions won't matter at all. Third, ask yourself, "What's the worst that could really happen?" and plan for worst-case, likely-case, and best-case scenarios. Remember, if in doubt, test. If you're on the fence, test. Even if you're sure, test – because then you stay open-minded to better outcomes. Treating decisions as experiments rather than permanent choices frees you from the paralysis of overthinking.

Chapter 3: Build Your Decision-Making Muscle

Your ability to make fast, yet considered, smart decisions is like a muscle that can be trained and grown. It's a practice, not an identity. No one is either all good or all bad at making decisions. We are all good at making decisions in areas where we have practice and experience. You've already demonstrated this in areas of confidence – everything great about your life has come about through the great decisions you made. Napoleon Hill studied over 500 millionaires, including Andrew Carnegie, Henry Ford, and Charles M. Schwab, and found they shared one crucial quality: decisiveness. "Analysis of several hundred people who had accumulated fortunes well beyond the million dollar mark disclosed the fact that every one of them had the habit of reaching decisions promptly," Hill wrote in his 1937 classic, Think and Grow Rich. In addition to making decisions quickly and confidently, they also changed decisions slowly when needed. Conversely, "Those who reach decisions promptly and definitely know what they want, and generally get it... People who fail to accumulate money, without exception, have the habit of reaching decisions, if at all, very slowly, and of changing these decisions quickly and often." Steve Jobs demonstrated the power of decisive action through what was called his "reality distortion field" (RDF). According to Wikipedia, it was his "ability to convince himself and others to believe almost anything... RDF was said to distort an audience's sense of proportion and scales of difficulties and made them believe that the task at hand was possible." This mindset enabled him and his teams to achieve what seemed impossible. To build your decision-making muscle, start with baby steps. Ancient martial artists improved leg strength by jumping in and out of holes dug in the ground, progressively making the hole slightly deeper so their muscles hardly noticed the change. Similarly, take small steps toward bigger decisions, and soon you'll be making big, fast decisions without even noticing the progression. Also, get mentors and support to stress-test your decisions first. Sometimes you can't solve problems yourself because it was your thought process that created the problem in the first place. Another powerful technique is giving yourself a deadline to do necessary research. You'll never have all the knowledge required to be perfect before you start, but you could get 70-80% of the research done upfront. Set a deadline for when you'll 100% commit to the decision, do the background work to be informed, then make the decision when the deadline arrives. Learn from everyone – as Napoleon Hill explains: "Keep your eyes and ears wide open – and your mouth closed – if you wish to acquire the habit of prompt decisions. Those who talk too much do little else." Finally, embrace perceived mistakes as part of the process – they may become your biggest successes. Coca-Cola was intended as medicine. The Post-It Note resulted from a failed glue. The fungus that makes penicillin grew accidentally in an uncleaned petri dish. Almost all heavy metal is played on de-tuned guitars! See every decision as a test, and you'll discover surprising results.

Chapter 4: Turn Problems into Opportunities

Problem solvers rule the world. As you make faster, better decisions and learn from all decisions, you will become a great problem solver – a skill that inspires others and creates true leadership. In fact, your value to society, your legacy, and the wealth you attract are directly linked to the scale, frequency, and meaningfulness of the problems you solve. I reconnected with an old school friend, Dave, recently. It was great to see him, and he seemed to be in a good place. He knew me when I was very overweight, and as we reminisced about events from nearly 30 years ago, I raised embarrassing incidents (like swimming class in my Speedos) that he had no recollection of whatsoever. I was still emotionally scarred decades later, while he didn't even remember because he simply didn't care. Like all the things we think we're being judged on, people are too busy thinking about their own lives and problems to remember yours. Problems can be seen as resistance and difficulties, as most people perceive them, or they can be viewed as the natural path to solutions. When I struggle to see the upside of a problem, I imagine a stereotypical computer programmer who loves hacking into a deep challenge – the bigger the problem, the more fun they have solving it. Similarly, scientists working on cures don't throw their hands up and cry, "This doesn't work! I hate it!" They persist because they see problems as pathways to breakthroughs. The two most extreme reactions to problems are: Scenario A – Victim mentality: "Why me? I'm beaten. I wish it would go away." Or Scenario B – Opportunity mindset: "Bring it on. I can do this. This is my chance." Most people tend toward Scenario A, which is why problem solvers have dramatically increased value in society. Those who solve meaningful problems become leaders who gain followers, and they often inspire others to become problem solvers too. If you analyze every meaningful invention, cure, or advancement, you'll find they were all riddled with difficulties that creators saw as challenges to overcome. Wilson Greatbatch, who miniaturized the pacemaker, puts his success down to persistence: "Nine things out of ten don't work," he says, but emphasizes that, "The tenth one will pay for the other nine." Notice he calls problems "solutions," not problems. To develop this mindset, first recognize that no one knows how to solve problems initially – otherwise, they'd be solutions, not problems. Everyone, from beginners to experts, starts from the same position when facing a new problem. Second, focus on the process of "Review, Tweak, Repeat" – analyze what's working and what isn't, make small adjustments rather than radical changes, then test again. Finally, like an aircraft that's off course 97% of the flight but constantly correcting, keep making small tweaks toward your destination. Remember, your attitude toward solving problems is as important as your aptitude. You don't have to be a genius – you just need the mindset to see problems as opportunities, persist through challenges, and keep improving your approach. As you solve more meaningful problems, you'll naturally increase in value, self-worth, and leadership capability.

Chapter 5: Create Systems That Lead to Results

Routine equals results. If you've resisted structure and routine, thinking it means restriction and lack of freedom, you're not alone. As someone who craves variety and tends to do the opposite of what I'm told, I initially found creating a routine challenging. But I've discovered the complete opposite of my naive preconception – an efficient, personalized routine actually equals the very freedom and variety I thought I would get without structure. I used to have dozens of outstanding tasks and diary reminders, plus thousands of unread emails. Just looking at "Inbox 5974 unread messages" made me want to vomit through my nose. I could never relax until that inbox read zero, but it never did. The more emails I replied to, the more would come in. One out, two in. It was death by a thousand emails. When my mentor Brian Tracy suggested I delete all of them – my emails, voicemails, everything – I thought I'd die. He pointed out that truly urgent matters would be resent, and most people could proceed without my reply. Twice a year now, I clean out both my digital and physical spaces, and while initially uncomfortable, it's incredibly liberating once done. To create systems that lead to results, start by keeping a 21-day work log. Simply record what you do in 30-minute chunks throughout your day – categorize activities as Work, Rest, or Social, with brief descriptions of the work you did. This provides an unbiased reality check of exactly where you spend, invest, and waste time. Most people are shocked to discover how much time they waste and how little productive work they actually do. Next, identify your most productive times. Despite the popular "5am club" posts on social media, we all have different natural rhythms. Dr. Michael Breus identifies four main chronotypes: Lions (early risers), Bears (standard 9-5 workers), Wolves (night owls), and Dolphins (light sleepers). Test when you go to bed, when you get up, when your energy peaks and dips, and find your natural pattern. My own testing revealed my most productive time is 5:45-8:30am, I need two specific coffees at 5:30 and 11:00, and I crash between 15:30-16:30. Your pattern will be different. With this self-knowledge, compartmentalize your diary according to the "rocks, pebbles, sand, and water" principle. The rocks are your Key Life Areas (KLAs) – things that give life meaning and joy. The pebbles are your Key Result Areas (KRAs) – areas that bring most results and revenue. The sand represents minor tasks and distractions. The water represents interruptions and demands from others. Block out your most important activities (rocks and pebbles) first, one year ahead, in your most productive time slots. This ensures that less important tasks don't consume all your time and energy. Finally, transform your "to-do" list into a "to-leverage" list with three columns: Leverage (left), Manage (middle), and Do (right). Instead of starting with what you need to do, start with what you can leverage or outsource. Out of seven tasks, if you leverage four and do three, you'll achieve more than double the results in less than half the time. Only after listing what can be leveraged should you list what only you can do. Systems create routines that form habits that drive results. By designing your ideal routine based on self-knowledge and focusing on leverage, you create freedom rather than restriction – the very freedom most people seek but never find through disorganization.

Chapter 6: Master Your Inner Critic

Most people are ruled by their emotions at least some of the time. Have you ever reacted angrily without due care, only to regret it later? Perhaps you've sent an angry email in response to how you interpreted someone's message, or you jumped to a conclusion only to feel foolish afterward. We all have these moments. It isn't you; it's your "inner bas-tard" – the emotionally childish, volatile version of yourself that can taunt and curse you with all your fears, past baggage, and wounds from people who've hurt you. To manage your inner critic, I realized that I first needed to observe rather than identify with these emotions. When I feel anger or frustration rising, I now try to step back and watch without judgment: "Oh, that's an interesting reaction. Look at what my inner bas-tard did there!" This simple awareness creates space between the emotion and my response. I also ask myself: What's beneath this reaction? Where is it coming from? Why is it persisting? What feedback do I need to grow through it? My wife is always helping me with this process. Once when we were having dinner at our favorite Thai restaurant over a panang curry, she uttered two life-changing words: "I'm pregnant." Eighteen months later, she sat me down and elegantly said: "Rob, I'm proud of what you've built, and I love you for who you are, but if you keep working this hard, going to work before Bobby wakes and coming home after he goes to bed, your son will be 18, and you won't know who he is." This hit me hard. I was defensive at first, citing that all my hard work was for my family. But in reality, it stemmed from fear, guilt, and lack of long-term balance and wisdom. Managing your inner critic also means recognizing when you need rest and play. Between ages 26-31, I worked extremely hard. It wasn't really a problem when I was single, but after that conversation with my wife, I realized I needed to change. Work hard because you choose to, not because you have to. Balance intense focus with recovery time through periodic clear-outs and cleanses of your space and mind. Remove clutter from visible spaces, perform diary cleanses, purge digital devices, and clear your head through running, meditation, or mindful exercise. Another critical aspect of mastering your inner critic is sticking to your word. Your word builds trust, credibility, goodwill, and a reputable brand. When considering commitments, don't overcommit or give your word too easily. Think about how you'll feel afterward – usually, a bigger commitment feels way better after completion than something that was easy. Know why you gave your word in the first place, and refer back to this when you wobble. And if you do break your word, don't beat yourself up – learn from it, and "buy back" your character with an act of kindness or hard work. Finally, set up accountability systems. Who is the easiest person to lie to? Yourself. Take yourself out of the equation by finding coaches, communities, accountability partners, or mastermind groups who will keep you honest and push you when needed. I'm a member of multiple mastermind groups both as a mentor and peer – I couldn't imagine functioning properly without them. Having great mentors is one of the best investments you can make because, as the saying goes, ignorance is very expensive.

Summary

Throughout these pages, we've explored a fundamental truth about achievement and fulfillment: starting imperfectly today beats waiting for perfect conditions that never arrive. From embracing imperfection as your launching pad to building your decision-making muscle, from turning problems into opportunities to creating systems that generate results, the path forward always begins with action. As Napoleon Hill discovered after studying hundreds of successful people, "Those who reach decisions promptly and definitely know what they want, and generally get it." Your decision to act now, with whatever resources and knowledge you currently possess, is the single most powerful step toward the life you desire. Remember that even the most successful people throughout history made their share of mistakes – the difference is they didn't let those missteps prevent further action. The most liberating mindset shift you can make today is to recognize that your work is not your worth, that problems are opportunities in disguise, and that your inner critic doesn't define your capabilities. Choose one area where you've been delaying action, make a single concrete decision about it today, and take the first small step forward. As the ancient wisdom reminds us, the journey of a thousand miles begins with a single step – and that step is yours to take now.

About Author

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Rob Moore

Rob is an investor, best selling author, podcast host and owner of the largest property education company in the UK.He lives and loves entrepreneurship and property investing, and is the host of the successful UK podcasts, The "Disruptive Entrepreneur" and "Money". He is on a mission to change the way people think about property, business and aims to support people around the globe through the Rob Moore foundation.He continues to disrupt as an entrepreneur and businessman, with interests ranging from property development to public speaking and digital media. He is a writer, communicator, social media influencer and philanthropist. His 9 books have been translated into more than a dozen languages and received over 9,000 reviews.He is a highly sought-after public speaker, having given 1,200 speeches in the last decade and held 2 separate world records for the longest individual speech marathon. He has the rare skill of cutting to the chase, using his personal experience to help others and entertain in a disruptive way.Through the Rob Moore Foundation, he provides an opportunity for under-privileged individuals, start-ups and small established businesses to gain valuable support, investment and mentorship from some of the best in the business. All his profits from his book Money go to the foundation.

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