I often remind my clients that an issue is just that… an issue. 

In other words, there is nothing they can’t solve. It’s simply that some issues are bigger and more emotionally charged than others.

People issues usually top the list as the toughest to take on. Many leaders delay addressing these problems because they fear they will be painful and result in unpleasant outcomes. Good problem solving is like reaching the eye of a hurricane.

No one cares what you do.

I know this seems a bit harsh but it is a reality. There are many other companies that do what you do and can fulfill the need your company currently fills. 

But can they do it HOW you do it?

In the past several years, I have been regularly impressed by leadership teams that have achieved “big” things. 

At the front end looking forward, it was logical for each team, based upon their history, to conclude, "There's no way we’ll do this."

So what made the difference? How did these teams of ordinary people succeed?

How can it be true that the more I work in my business, the less it’s worth?

I first heard this comment from a fellow EOS Implementer™, Kevin Armstrong, who hails from Vancouver. He explained that the notion came to him when he was working with a small business owner who wanted to sell his business. 

To the business owner’s dismay, a valuation expert told him that because he had always controlled everything and had not developed a strong leadership team, the valuation he desired was dependent on him staying in the business. He was stuck!

Two workers in the Operations Department of a company were working one Friday evening to push out a late delivery. One saw a problem about to happen and said to the other, “Look at that!  We can’t ship this out. This order is not correct.”

“You’re right,” said the other, “But neither one of us can fix it. Nobody can fix it until Monday. The boss told us to get this shipment out tonight, and we’ll get yelled at if we don’t. Remember what he did the last time something like this happened?”

So out the order went, and in came an angry customer complaint two days later when the order was delivered. And then out went a chunk of the profits from the order because it cost the company three times as much to fix the error than it would have to get it right the first time.