"I don't want more business"
The other night Marie and I went to a restaurant near our house. We had gone there periodically over the last 4 years. Often they are slow. I asked the owner how business was. He said he was keeping his head above water, and sighed as if he was disappointed.
He was bringing a pizza out to some customers and I had heard recently that people loved the pizza. I didn’t even know they had pizza. I suggested he put a sign out by the road saying they had pizza.
He gave me a strange look and said “You don’t understand. I don’t want more business. I am 64 years old. I’m tired.” He went on to say that he makes no money – he just keeps things going.
Of course, I wanted to coach him, but it seemed too late. How sad. A guy works (nights) his whole life, takes great responsibility, and winds up depressed with nothing to show for it. Unfortunately, this is the fate of many business owners.
The time to learn how to do it is ASAP! As early as possible! The next best time is NOW. If you are going to do it, you may as well do it right. Doing it well takes no more time than doing it poorly – in fact it takes less time.
I wondered if he was struggling all these years, why he didn’t do something earlier. Sometimes it is easier to learn to deal with struggle than to learn to get better.
Being a business owner is an inside game first and foremost.
From the inner – the outer.
The buzz phrase these days seems to be ‘focus on solutions’… I GET IT; but you can’t SOLVE the problem if you don’t UNDERSTAND the problem.
If you find solutions without understanding the problem, you will find the problem again.
Root cause analysis is CRITICAL to having a problem once…
I like your approach. I decided to decentralize problem solving. Although I am very good at it, I wanted to include everyone involved and see if I could teach others to do it, making me less critical to the process. Sharing the load with others, using their brains, “because mine is busy right now” makes a stronger team and empowers others to have the mystic skill. I also discovered that I was called in late in the crisis and was often making urgent unilateral decisions that were not good for the company. I call it the yellow flag (Similar to auto racing) it warns of trouble up ahead and gets everyone to slow down until the situation is dealt with. It is a form that gathers all the information and key players to make a decision based upon sound reasoning, it also forces us to communicate our decision with those who need to know and create a backup plan if plan A does not work. We file the forms and have a history now. The last part is that anyone can raise the yellow flag. Some have too much tolerance for chaos. I wanted to make sure that we create a consensus as to what is a situation worthy of the process.
Great advice and also excellent advice and technique from Joe Levitch above. Many times we’re asked to solve more problems than we really should because people tend to not want to take responsibility and make a decision that could come back on them. I try to turn those problems back on the people involved and encourage and coach them to find the solution. The problems won’t stop and the requests to me for a solution won’t slow down unless I teach those people how to solve problems themselves.
Hi Larry
I think I solved a very big problem that can help a lot of people stay safe when the power goes out that`s why I sent you an email about it on 4-4-2024. I would like to show it to you, let me know if you are interested.