Everyone has problems. And most people struggle to solve their problems. One thing seems clear: if we do not change the way we think and act then we will not improve our ability to solve our problems. That's simple enough to say. It can be very difficult to implement.

We must change the way we think and act if we want to improve our ability to solve our problems. We have no other option. That's our only option. That's what we must embrace if we truly want to solve or manage our problems.

And, as we do that, we must understand - as we change our thinking change in our actions will follow.

As we solve our problems new problems will arrive to replace the ones we have solved. At least that's the way it will seem to us. That's the nature of the human mindset, it not the human condition. Perhaps, you think I am wrong about that? Perhaps, it is the nature of my mindset and the mindset of people like me rather than the nature of the human condition? 

Regardless, once problems catch my attention I often feel a need to solve them. And, for certain types of problems the need to solve them grabs me and I must tackle them. If succeed in solving them then I step ahead and prepare to solve the next problem in the queue. If, on the other hand, I fail to solve the problem then I accept I must change my thinking and my next action.

The way I see it, that's the way of problems.

The way I see it, that’s the way of business and life.

The way I see it, that’s the way problems play along the path to success.

Sometimes delegation takes its suspenders firmly with both hands and tugs sharply to hoist itself to a whole new level known as hyper-delegation.

It can be painful to think about this hyper-delegation process let alone experience hyper-delegation first-hand as a recipient or even watch it as a bystander.

Delegation, in standard form, means assigning work from one person to another person in situations where the work is understood by both the donor of the assignment and the recipient of the assignment.

Hyper-delegation doesn’t worry itself with those sorts of complications and constraints.

Hyper-delegation delegates anything and everything, any time and everywhere.

***

Lifting yourself up by your hyper-delegation suspenders…like the double-edged sword [except, obviously, much duller]…cuts both ways.

Painful to watch.

Painful to experience.

Yes, painful hyper-delegation.

***

When you talk with some people they seem to be struggling...like they are trying to figure out their future more than trying to complete a conversation with you. They seem to be reluctant communicators... like they are trying to fix major problems or hide major secrets.

It’s hard to picture these people succeeding in most business roles. They seem better suited to working with numbers than working with people.

If that's their nature then perhaps that's incurable.

If their reluctant communication is indeed due to major problems then perhaps their communication style will open up and better connect with others when their major problems are resolved?

If their reluctant communication is indeed due to major secrets then the likelihood they will ever enjoy future communication success is very small.

Either way, indecisive and inconclusive communications send signals of weakness as opposed to a signals of strength. Reluctant communicators embrace fewer opportunities. Their evasive and lacklustre signals alienate others. This alienation is, at least from time to time, a shame because sometimes reluctant communicators have tremendous strengths to offer.

Sometimes reluctant communicators just need strong and helpful 'coaches or mentors' to remove reluctance and draw out talents & strengths.

Perhaps, you are interested in performing that role?