We need to achieve this balance at work. It's easy to let the momentum of a big profit and great progress go too far, and we can relax too much, save too little and be caught later without a plan for the lean times. 

Remember the grasshopper. If you play all summer, you don't eat in the winter. But it's also human nature to be optimistic in these wonderful summers. The hope that things will be better drives us forward to grow toward our goals. 

That same hope keeps us going in the lean times. Vince Lombardi said “Hope is not a strategy.” How shall we prepare now, for the storm? How to maintain hope but continue to be practical and safe? 

Related: Read the article “Long and Short of It” by Lisa Harrington.

When it comes to preparing for real storms, insurance agents are the heroes of preparedness and education for the hurricanes, fires, tornadoes and other threats to property or health. Our own challenge is to be as prepared for the storms that threaten our businesses, our industry and our livelihood. Louis Pasteur said, “Chance favors only the prepared mind.” 

We need good foundations. We must build our businesses from the ground up, with solid planning, great documentation, intelligent hiring practices, grounded strategies and start it all off with creating a vision for the organization. I'm not the first to beat this drum, but in the consulting community it's the Holy Grail that clients must embrace. 

DEFINE PURPOSE

I recently heard a presentation by Terri Maxwell, an amazing speaker from Succeed on Purpose, a Texas-based coaching firm. She talked about defining your purpose as different than that of your vision. Bring your vision to a short, concise description that tells in just a few words why you do what you do. 

From a world perspective, what are your end goal and your impact? Purpose statements define how we see and express our visions, missions and strategies as it will change the world around us. The act of rewriting and stretching our definitions this new way can open up our creative process, using a different part of the brain and allowing you to come at your goals from a new direction. This also provides a checkpoint of sorts and slows the pendulum to be sure we're still heading down the right road. 

Related: Read Lisa Harrington's article “Simmering Storms.”

If you create a purpose statement, you may need to adjust some other definitions you've created for yourself and your organization. When you define yourself and your organization based on your passion, purpose or values, you may be unsuccessful. 

This project can be done alone to explore the different directions it takes you. But if you're a manager, take the time to work with your staff. Let them discuss and brainstorm about what purpose means to your organization. 

First, define the word “purpose,” and then talk about what your organization believes its purpose should be. Don't try to be something you are not. Compare the purpose statement to your vision, values, mission and other guiding documents. Adjust as needed. Take your time. Just as you advise your clients to take time to create disaster plans, stock supplies and train, you must take the time to care for your own organization. 

Once you've realigned to your purpose, it will define your days. These ideals guide simple and complicated decisions.  A building can only be as tall as its foundation supports. If your foundation isn't strong, your organization cannot grow. Take the time to build the foundation so the storms of life, literal or metaphorical, cannot take the house down.