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Putting a Face on Frustration
When we get frustrated by our conditions, we inevitably end up becoming frustrated with ourselves. It can take us over and we tend to run with it. It can creep into every aspect of our lives, from how we relate to the people around us, to how it will impact our business.
If the frustration builds for too long, pretty soon we might forget altogether what the hell we were frustrated at in the first place, yes?
This happens in business all the time, especially when in the early stages of the business, cash flow can fluctuate maddeningly, which then leads to all other kinds of frustrations from payroll to profits.
There’s an energy attached to frustration that sucks the life out of your business, and if you’re not dealing with this as a business owner, it’s only going to go downhill from there.
Moving back away from whatever the problem is, step one toward a solution is simply being able to classify your frustrations. Is it with your team? Your results? A process that doesn’t seem to flow efficiently?
Some typical early-stage business frustrations include time (there never seems to be enough of it), feeling like you’re too bogged down with menial detail-work instead of bigger-picture tasks, or relying on people to get things done that don’t follow through. Just to name a few.
This is where the importance of systemizing your business processes plays a huge role. First you name your frustration, and then you develop the system to address it.
So if you’re having problems with freeing up your time yet ensuring that essential tasks still get done, then the real problem is the absence of a system that will hire the right people rather than you doing it all yourself. That way, not only is your time freed up, but the right people will also help micromanage the way processes continue to develop and flow.
The good news is that frustrations within your business are fairly easy to identify and deal with, though they may take time. Inner frustrations, on the other hand, not only take more time and energy to deal with, but may also be harder to identify in the first place. You could be mad at yourself because you’ve done something poorly for so long, and you get frustrated about not seeming able to turn the corner. Or worse, you externalize that frustration toward everybody else—the customers, the suppliers, the vendors, the client; everybody but yourself.
We know the power of blueprints, so we won’t address that here.
When it comes to outer frustrations that we can identify, though, the questions are much simpler. What’s my frustration? What’s the gap in the system? What system is missing altogether?
If your frustrations begin with ‘I’, it’s about you. It’s inner directed. If it’s about ‘them’ or ‘those people’ or ‘those lousy clients’ or ‘those suppliers’ or ‘that lousy machinery’ or ‘that way’ of doing something, it can then be addressed systematically and objectively.
What do you think? Have you experienced similar or even different kinds of frustrations, and how did you address them? Did systemizing play a role? Leave me a comment and let me know your experiences and how you overcome those frustrations (or are still working on identifying/overcoming them).
For Your Freedom,