Last week we explored how sometimes we just need to be able to identify what we’re frustrated at in order to begin addressing it. When there are consistent frustrations in a business, we can usually address them but putting systems in place that minimize inconsistencies and produce more of the results we’re really looking for.
It’s another one of those no-duh, no brainers that may not appear like much until those frustrations build to the point of blinding us from the most direct solutions.
But we now want to articulate the impact of that frustration on our business condition. How does this thing impact you? What results aren’t you getting? What’s happening? What’s not happening that you want to happen, or don’t want to happen?
We don’t want to be working on anything that doesn’t really matter. If you’re frustrated because your partner starts their day later than you do, does it really matter as long as the work is getting done? But if that lateness means missing calls from earlier time zones, that could have an impact, yes?
So it’s one thing to name a frustration, and it’s another to know exactly what that frustration translates into toward your bottom line. You’ve got to probe, measure, and quantify that frustration. You might find at the end of the day, you’re really getting bothered over something trivial—or you could find that your frustrations are indeed warranted.
If you have a complex system you’re looking at, this process can take months. So how about a more simple formula?
“The real problem in my business is the absence …” It could be a system that will cost-effectively generate leads rather than be a costly guessing game every time. Or a system that staff can follow consistently rather than doing it their own way each time, producing mediocre or inconsistent results. Or it could be the absence of a system for strategic planning rather than primarily responding to a competitor’s moves.
It’s just a generic way of focusing. You’re not actually formulating a system yet. What you’ll find is some of these things that you describe can actually be purchased as software programs, or you can easily hire consultants who do them much better than you would. But once you’ve figured out what the problem actually is, reformulating starts to become easier.
“The real problem in my business is the absence of a system that will …” Fill in the blank with that generic system solution and then write down your original frustrating condition.
You should start to feel a shift in your energy in terms of some of these things that are frustrating you. The question that you simply have to ask now is: Is this frustration worth fixing? Is this frustration that you named—if it’s not stemming from within you—something you have to address quickly or is it lower on the priority scale?
Do you really want to remedy this frustrating condition or would you rather just live with it? That’s the question that you have to answer.
What do you think? What are some frustrating aspects of running a business that you’ve encountered, and how did you remedy them? Did you find value in naming and understanding the impact of those frustrations? Were some of them really nothing? We want to hear from you!!!