Once upon a distant time in the here and now a seeker journeyed through the furthest regions of the earth to find a teacher rumoured to know the secrets to happiness, success, and well-being. When the seeker arrived at the teacher's mountain-top retreat, he eagerly awaited his audience with the reclusive teacher. Finally, his moment came.
"Why have you come?" the teacher asked.
The seeker proceeded to list problem after problem he was facing in his life. After listening patiently, the teacher sighed.
"I am afraid I cannot help you with your problems."
"Why not?" asked the puzzled and disappointed seeker.
"Because the gods have decreed that we all carry fifty-one problems with us at all times. Even if I could help you solve the problems you tell me of, they would only be replaced with fifty-one more."
The teacher paused to allow the full significance of the idea to sink in.
"I may, however," the teacher continued, "be able to help you with your 52nd problem."
"What's that?" asked the seeker.
"Your 52nd problem," replied the teacher, "Is that you think you should not have the first 51 problems."
The 52nd problem is not confined to our fabled seeker. I think most people in business would welcome fewer problems. Many would go further and wish there were no problems. Wouldn’t that be beautiful?
Probably not: man is a solution seeking animal and when problems become too few, or of insufficient size, then he (or she) will manufacture some challenge to fill the vacuum. If not, then the market will do it for him. If your sector was problem-free and life truly was a cushy number, then other firms would push their way in seeking this Sylvania for themselves. The problems would multiply and the natural balance would be restored.
Problems are essentially opportunities in disguise. How well you cope with them will determine how well you do in business and in life. Problems are not something from which we should flee. Rather they are things we should embrace.
A leader faced with an almighty challenge is afforded reward and recognition when that challenge is eventually overcome. A leader handed an easy life reaps no honour; success is expected. For him there is only the yawning chasm represented by muffing an easy shot and failing to capture what everyone else saw as a gift.
It is an entirely different proposition to have a sufficiency of problems, yet be tempted into making even more for yourself. This is particularly attractive when the problems you do have are chronic and familiar. In such circumstances either the problem fades into the background and is hardly noticed, or there is seen to be little kudos in dealing it. If collecting cash has always taken 90 days at your firm there may be little enthusiasm for reducing it to 30 days. There may even be some opposition to disturbing the status quo and ‘upsetting’ certain clients.
Whatever you circumstances where problems are concerned – too few, enough, or too many – the basic approach is the same: rather than engaging in the self-pity of “Why me?” pick the one problem whose solution, or easement, would have the biggest impact on your business. When that one is solved, or temporarily stalled, work on the problem with the next biggest impact. Have no more than six problems, ranked in order of impact, on your list at any one time.
This is not a new idea. It was first put into practice by Charles Schwab, President of Bethlehem Steel in the 1900’s. The idea is simple, but don’t let that deceive you. There are still plenty of opportunities for distractions. The real achievement is in recognising the potential diversions and resolutely refusing to get sidetracked.
"Why have you come?" the teacher asked.
The seeker proceeded to list problem after problem he was facing in his life. After listening patiently, the teacher sighed.
"I am afraid I cannot help you with your problems."
"Why not?" asked the puzzled and disappointed seeker.
"Because the gods have decreed that we all carry fifty-one problems with us at all times. Even if I could help you solve the problems you tell me of, they would only be replaced with fifty-one more."
The teacher paused to allow the full significance of the idea to sink in.
"I may, however," the teacher continued, "be able to help you with your 52nd problem."
"What's that?" asked the seeker.
"Your 52nd problem," replied the teacher, "Is that you think you should not have the first 51 problems."
The 52nd problem is not confined to our fabled seeker. I think most people in business would welcome fewer problems. Many would go further and wish there were no problems. Wouldn’t that be beautiful?
Probably not: man is a solution seeking animal and when problems become too few, or of insufficient size, then he (or she) will manufacture some challenge to fill the vacuum. If not, then the market will do it for him. If your sector was problem-free and life truly was a cushy number, then other firms would push their way in seeking this Sylvania for themselves. The problems would multiply and the natural balance would be restored.
Problems are essentially opportunities in disguise. How well you cope with them will determine how well you do in business and in life. Problems are not something from which we should flee. Rather they are things we should embrace.
A leader faced with an almighty challenge is afforded reward and recognition when that challenge is eventually overcome. A leader handed an easy life reaps no honour; success is expected. For him there is only the yawning chasm represented by muffing an easy shot and failing to capture what everyone else saw as a gift.
It is an entirely different proposition to have a sufficiency of problems, yet be tempted into making even more for yourself. This is particularly attractive when the problems you do have are chronic and familiar. In such circumstances either the problem fades into the background and is hardly noticed, or there is seen to be little kudos in dealing it. If collecting cash has always taken 90 days at your firm there may be little enthusiasm for reducing it to 30 days. There may even be some opposition to disturbing the status quo and ‘upsetting’ certain clients.
Whatever you circumstances where problems are concerned – too few, enough, or too many – the basic approach is the same: rather than engaging in the self-pity of “Why me?” pick the one problem whose solution, or easement, would have the biggest impact on your business. When that one is solved, or temporarily stalled, work on the problem with the next biggest impact. Have no more than six problems, ranked in order of impact, on your list at any one time.
This is not a new idea. It was first put into practice by Charles Schwab, President of Bethlehem Steel in the 1900’s. The idea is simple, but don’t let that deceive you. There are still plenty of opportunities for distractions. The real achievement is in recognising the potential diversions and resolutely refusing to get sidetracked.
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