The PT Challenge

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Rather than trying to figure out why the situation is the way it is, take action. Of course you’d like your actions to be as effective as possible, but to get started, almost any action will do. The Nike people enshrined the phrase “just do it,” and it sums up our whole philosophy. Stop thinking about why a thing isn’t right, and do something that will change it.

So often we know what to do, but we don’t do it because we think that what we have isn’t just right or that there might be a better way.

People get stuck trying to think the perfect thought and create the perfect solution. Instead of acting, instead of putting the idea into production, they tweak it a little here, change a little there. They want to make things better, bit by bit. They’re always polishing. Someday they may decide to launch; their great thought or solution will be ready for its grand debut. (Don’t hold
your breath.)

Perfectionism kills marketplace opportunity. No one knows this better than Bill Gates. What do you think all those differently numbered, differently named versions of Microsoft Windows we’ve seen over the years mean? They mean that Gates isn’t a perfectionist, he’s a realist. Microsoft has some of the very best minds in software programming available. It drives them until they come up with something that is good enough for the market, and then it releases what these people have created, warts and all.

Last I checked, Bill Gates was worth $80 billion—more than any other person on the planet. He doesn’t sit in endless rumination. He doesn’t polish, polish, polish until he’s produced a thing of beauty. He gets his product out so that he can make money.

The entire software industry is run this way, and while many people moan and groan about all the bugs that software has, most would rather have the new product with bugs than the previous
version without. At least that’s how it seems with all those software sales.

Several years ago, I conducted a small study asking corporate software buyers whether, if they had to choose one or the other, they would rather have a product that was perfect, complete in all its stated features, but shipped late (perhaps very late), or a product that was less complete but could do the job and was shipped on time. The survey respondents came out very strongly in favor of having something that did the job in their hot little hands rather than having to wait.

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Have you ever had a friend or family member who suddenly shows strange behaviors such as often seems confused or disoriented, drops in performance at work or school, has withdrawn from friends and family and begun hanging out with new set of friends, has asked to borrow from you and doesn’t want to tell the reasons why they need the money, has stolen from you, or even has had run-ins with law enforcement? Beware! They might show the signs of drug addiction. More often than not, people with drug addiction will not announce to other people about it. But these people need help and you need to know the signs and what to do if, God forbid, it happens to those close to you.

After you find out that someone close to you is having this problem, what should you do? Bring them to rehab, of course. And where else to find some of the finest drug rehab facilities in the world if not in California, United States? Hey, you should open a business in the center of your largest market, should you not? One of the best California drug rehab facilities I found is the Michael’s House in Palm Springs. I read on their site, they treat wide variety of addictions and start the program with detoxification. They also provide alcohol rehab programs. It is to be noted that these California treatment programs adapt “holistic health” philosophy of medical care that views physical and mental aspects of life as closely interconnected and equally important approaches of treatment. That’s why they also provide group counseling and also special rehab programs for special needs. It’s good to know that there is hope and help for people who have make a terrible mistake of letting themselves become slaves of drugs.

In people, the myth that there is always a root cause has its, well,roots in Freudian psychology and all its derivatives. The idea that people’s deviant actions can be explained by some failed sexual relationship or past traumatic experience makes us believe that if we can only figure out how we got this way, we can repair the problem, and it will never come back.

But this is like suggesting that the real reason that salespeople don’t sell is that they fear rejection or that the real reason that a brilliant product manager keeps saying foolish things that scuttle deals is that she fears success. Anthropologist Gregory Bateson called things like “fear of success” an explanatory principle. It’s a label that gives us a neat way to refer to something but that explains nothing and gives us no opportunities for effective action. Freud’s explanatory factor (the root cause) doesn’t explain anything. This approach doesn’t work.It may seem unreasonable to dismiss psychology, but sometimes that’s what you should do. Knowing more about why you are the way you are rarely leads to doing anything about it, and it doesn’t make you more inclined to go in a more productive direction. Werner Erhardt said it best, “Understanding is the booby prize.”

So while on the surface it might be tough to argue with the idea of “finding the real cause,” this approach is more suited to fixing problems such as repeated flat tires on your bicycle or quality defects in complex machinery than to figuring out why Johnnie can’t read or, in this case, why Amelia can’t sell. Root cause analysis is not that helpful when considering performance in human beings, and it is definitely not helpful for getting things done.

But root cause analysis—or any brand of excessive introspection—is an excellent way to avoid action. People tend to use the search for causes as busywork. They convince themselves that they’re actually doing something worthwhile when what they’re really doing is spinning their wheels. All this activity doesn’t move the picture forward.

But back to Amelia. I wouldn’t indulge her; I wouldn’t be politeand pretend that what she was doing was going to help. She thought I was being unreasonable (I was) because rather than hunt for causes, I asked her to cut to the chase. If she knew that speaking to groups would bring her new clients and make her (and her company) more money, I wanted to know what she could
do to get started, and when. Tangible stuff.

Once I shook her out of her lethargy, Amelia jumped in. She had lots of ideas, including ones about a new speech she could write and companies she could target as audiences for it. We used
her ideas and created a game plan; we made measures, timelines, and clear accountabilities for each aspect of the plan. We put her into our tracking system.

Now, she has a plan with specific actions that she’s committedto. She is acting on the plan and booking speaking “gigs.” Will she succeed? It’s too soon to tell, but the early indications are that she’s out there connecting with many more people than with her “word of mouth” system. She’s giving talks and getting some new business. And here’s the thing: Amelia has upped her chances for success. A lot. And that’s the best she can do. That’s all you can do.

Root cause analysis has its place, especially in large, complex organizations, engineering environments, and manufacturing situations. And if you’re an individual with a long history of
repeated mistakes, then you probably should go in for this type of psychotherapy. But if you find yourself wasting a lot of time on trying to figure things out, stop it.

You’re hurting yourself. Your mind will go around and around your subject, and it may never find the proper answer. If you aren’t producing much and you suspect that you’re in a cycle of near-endless rumination, here’s a solution for you.

Taken from : unreasonable

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The concept of root cause is based on the principle that causes are linear—that one thing follows another, that underneath every problem situation is some other situation that is causing it, and that people are up to the task of figuring out what this is. This is pretty reasonable, and it would lead one to suppose that by digging deep enough, you can get to the heart of the matter, correct it, and voilà. Problem solved.

But the fact is that the world we live in is chaotic—which means that simple, subtle, and often undetectable things can result in big changes in other, seemingly unrelated things worlds away. This is referred to as the Butterfly Effect, which is based on a fanciful metaphor attributed to Austrian zoologist Konrad Lorenz. Lorenz at one point said that a butterfly flapping its wings in Brazil could set off a tornado in Texas. Chaos theorists label this, with characteristic aplomb, “sensitive dependence on initial conditions.”

Complicating the problem further is that in many, perhaps most, situations, causation is not linear. There is not necessarily one thing that causes another, which in turn causes another; instead, there are often several or many overlapping causes influencing one another and conspiring to deliver the ultimate outcome. In almost any business situation worthy of consideration, the complexity increases to the point where understanding is impossible and ignorance inevitable.

Of course, rather than admit ignorance, we seize upon a likely causal candidate, call it the root cause, and declare victory. Until the next time the problem pops up, and we find ourselves once again on a root cause snipe hunt. Very reasonable, indeed.

Taken from : unreasonable

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Amelia is a sales consultant. She closes like a pro, but she was having a tough time finding new prospects interested in her products. I asked her what she was currently doing to find new interested parties. Surprisingly (or perhaps not so), she wasn’t doing much of anything.

Her standard approach to finding new business was through word of mouth—that is, referrals. Word of mouth is a powerful client acquisition strategy, and many salespeople rely upon it. But if it’s your only method, it can be way too unpredictable to be the sole source of your business.

I asked Amelia if she knew how her competitors found prospects. She wasn’t really sure (most businesspeople have no idea what their competitors are really doing). Primarily through public speaking, she thought. And, of course, through direct mail and the Internet. Generic answers, but probably on the mark. I wondered why she wasn’t speaking herself. Was she scared? She told me no, she was fine with public speaking; she had given talks in the past and had signed up several audience members as clients. The obvious question followed: why had she stopped?

She admitted that there was no real reason. Maybe it was inertia. Maybe it was that she didn’t want to travel. Maybe she didn’t know where to book the engagements. Maybe, maybe, maybe . . . She knew that speaking to groups could solve her new business problem; it had worked in the past, and it was working for others. But she just wasn’t doing it. She wanted my help in figuring out why she wasn’t doing what she “knew” she was supposed to do. She was willing to pay me for my services.

Given our society’s beliefs, Amelia’s desire for introspection seemed reasonable and appropriate. If you can get to the root cause of what’s ailing you, we’re told, then you can eliminate that cause and sail calmly toward your goal. There’s even an entire discipline devoted to this kind of thinking. It’s called, not surprisingly, root cause analysis. The thinking here is that if you have an unwanted situation that consumes time and energy, and it happens in a repeated fashion, then it might be a good idea to figure out what is really causing this situation so that it does not occur again. In other words, delve into the situation to find the real cause of the problem rather than simply continuing to deal with the symptoms.

Taken from : unreasonable

Most people presume that they know more than they do. It’s human nature. But believing that you know something when in fact you don’t is dangerous. You’ll make poor decisions, implement the wrong tactics, and—without timely feedback about your performance—follow those tactics down the road to ruin.

Unreasonable leaders embrace their own ignorance. You don’t know what you don’t know, yet, paradoxically, your job is to find out. Remaining open-minded is a start, but you have to go further by asking questions designed to understand a rapidly changing field when you’re not even sure what part is changing. Having a strong set of control console indicators like the ones described earlier will help. Look for discrepancies, such as changes that are outside the norms or readouts that contradict each other. And wonder why a lot. Reasonable business owners fall back on their experience and explain the world based on that knowledge. Unreasonable entrepreneurs are willing to wonder why something happened and then conceive of alternative or discontinuous responses.

And never ever get wedded to your opening moves.

Taken from : unreasonable

People are always trying to be efficient. Unreasonable people are trying to be both efficient and effective. What’s the difference? Efficiency is getting things done more quickly, with a minimum of waste or expense and little or no unnecessary effort, while effectiveness is getting things done well. Effectiveness is getting the intended response from your actions. Both are important, and you shouldn’t have to choose between them. But faster is not always better, and minimizing waste, as has been pointed out before, isn’t our major focus. Unreasonable businesses are always striving to produce a particular outcome. They measure the results of their actions and seek to reach their goals by becoming more effective. Often, becoming more effective means abandoning one approach in favor of another that can get the job done not just faster, but better.

Effectiveness is paramount, and flexibility is key. Fixed ideas will crush the life out of your business as surely as your competitors and rapidly changing markets will if you’re not willing to continually adapt. The tactics you choose are critical, but just as critical is your willingness to change tactics as soon as your
control console indicators tell you to.

Remember von Moltke and his famous battle plan? It’s not about putting a plan in place and seeing it through to the very end. That would be nice, but it isn’t going to happen in this world. Things change. Pick your spots and leap into action.

This is even more true today than it was 150 years ago. In the twenty-first century, a business leader’s primary job is to remain on high alert and to respond quickly to each new threat or circumstance. Annual planning is no longer enough, and your initial arrangement of resources and choice of tactics will never
carry you to the end.

To manage uncertainty, you must be willing to scrap your carefully laid preparations at a moment’s notice and make fresh decisions. While your company’s strategic objectives may not vary much, your choice of tactics must remain fluid. You have to be completely unreasonable to succeed in today’s environment
of chaos and uncertainty.

Unreasonable leaders realize that they cannot eliminate uncertainty. They know that their strategies will not eliminate constant change, even confusion; their goal is to be prepared for the fact that all their preparations may fail and to manage the chaos as best they can. This sounds a bit dramatic, and thinking of your Main Street business as being enveloped in a fog of war may seem like an overstatement, but the concept is critical to your continued success. Reasonable people set the scene and let it play out, and as the environment shifts, their gut responses are based on their prior assumptions. But today’s fast-changing world will typically present them with a scene that is anything but stable. The best things you can do are to gather as much information as possible as quickly as possible and to stay flexible. Creating long-range plans and working out the details of the future is nearly impossible, and unreasonable leaders don’t try. Instead, they take action, measure and test continually, and make lots of adjustments.

Taken from : unreasonable