Problems are what life throws at us to make sure we know we are truly alive.

Errors are what we do to make sure we don’t forget we are human.

While we are accustomed to experiencing and working through an ongoing string of problems and errors. From time to time our errors compound in surprising ways. When that happens, sometimes, small errors lead to strings of errors and that can lead to severe problems and major damage.

When we have made a little error we have choices. One of the choices is to ignore the error. Another choice is to remedy the error and do that as quickly as possible. When we make these reaction-to-errors choices we pave the path for habits. These habits can be good habits. These habits can be bad habits. Our changes are matters of our choice.

When we react to errors by making extreme choices [extreme changes], we tend to fail. For example, when we overdo discipline we tend to alienate and annoy people. On the other hand, when we fail to illustrate sufficient discipline people tend to wander and make poor decisions. In either case, at either extreme, errors tend to compound.

When we react to problems with too much discipline, the consequence can be avoidance due to fear or some other negative mindset. When we react to problems with a lack of discipline, the resulting actions tend to be lackadaisical. Either way, if the extreme practice is continued to the point of habit, we tend to breed compounding errors.

So, when we react to errors in inappropriate ways, sometimes we get caught in a whirlpool of compounding errors.

When we are in a whirlpool of compounding errors it is as if time gets away on us. We feel like we don’t have enough time. This shortage-of-time feeling becomes an excuse, a mindset that justifies more errors. As problems continue to whirl relentlessly around us, we feel we are losing the little control we have been clinging to. As the whirlpool rages on, our frustrations, worries, and fears expand. These negative mindsets consume our energy and our positive-spirit and this reduces our ability to deal with or learn from our problems.

We cannot let that happen.

We cannot take our errors lightly or allow our problems to get the better of us.

When we are caught in a whirlpool of compounding errors we must resist the current. We must fight the urge to tolerate small errors. We must give fresh thought to old problems. We must take new actions. We must seek out the lessons contained in our errors.

We must use every opportunity to learn from errors.

Only new approaches will help us escape the whirlpool of compounding errors.

I think there are 2 types of busy in business:

1. There's good-busy

2. There's ?-busy

When business people tell me they are 'too-busy' I am uneasy because I have no place in my brain to file that type of busy. So, I either wonder if they are telling me they are experiencing #1 [good-busy] or I jump to the conclusion it's just another case of #2 [?-busy]. 

I admit I am prone to jump to the #2 [?-busy] conclusion because experiences tell me there's an awful lot of #2 out there.

On the other hand, I do not always jump to conclusions so I regularly find myself wondering, "Is this too-busy good-busy or ?-busy?" When I am wondering in the direction one thought always finds its way into my mind, "Is your too-busy coupled with increased gross margin?" Sometimes that internal thought finds its way to my external voice and I blurt out, "Is your too-busy coupled with increased gross margin?" That's always followed by my observation of a puzzled if not surprised or maybe annoyed face peering right at me. The conversation either goes uphill or downhill from there. While the downhill conversations are not particularly enjoyable the uphill ones more than offset their downhill counterparts...resulting in an overall net gain...call it 'productive and constructive conversation'.

Needless to say, when I slip up and almost start thinking I am too-busy the little voice in my head keeps asking me, "Is this almost-too-busy coupled with an increase in gross margin?" When the answer is "Yes", I know I am dealing with some good-busy work...so I don't even feel tempted to get stressed out about it let alone complain about it.

PS: There are competing thought-cycles at play with one another here. When almost-too-busy is tested and found to be good-busy the opportunity for too-busy disappears. When almost-too-busy is found to be ?-busy further thought is required: one good example of further thought is 80/20 Rule thinking. Further thought about ?-busy results in paring of some underlying work, which again reduces the possibility of too-busy thinking. Either way, there is little temptation to be thinking, "I'm too busy". And, that's a real good way not to be thinking. 

Successful people have more time...

...because they do not fall into the trap of thinking they are too busy.

And...we want to be successful...right!

PPS: good-busy --- Good Habits --- Acting in the direction of Goals

Original posted October 3, 2013

Vision inspires

Leadership has a few essential ingredients. For example, the leader must possess a level of intelligence and the leader must possess a character that appeals to followers. Another essential ingredient is Vision. Good-to-great leaders hold a long-lasting, vivid image of what they want in their minds and they communicate that message to their followers. Some good-to-great leaders have an innate gift of communication. Other good-to-great leaders learn the art of communication.

Values fuel the right actions

Everyone lives by a set of personal Values, whether or not they are expressed verbally. The greatest of leaders naturally live by their Values in a most consistent manner. And they have a habit of painting verbal pictures around their Values. Good-to-great leaders' thoughts and actions and communications are consistent. This clarity around Values sends a consistent message to followers. The message energizes followers. In this way, the leaders' Values fuel everything.

Goals provide direction

Good-to-great leaders set long-term goals and they set short-term goals...they know the importance of little milestone steps that guide positive actions toward the long-term goal. Good-to-great leaders know the linkage between good habits and long-term goals. Good habits help people achieve their long-term goals whereas bad habits do not. Short-term goals provide the opportunity for testing, doing, failing, learning, and adjusting the next sets of short-term goals and actions. 

Intent doesn't go without saying

Good-to-great leaders, when compared to average people/leaders, somehow, do a better job of understanding other people. So, somehow, they do a better job of choosing people whose intentions are more aligned to fit on common ground...rallying around a cause. Some good-to-great leaders possess natural gifts of empathy. Other good-to-great leaders figure out how to read other people and they start the process by sharing discussion of Intentions. When in doubt, they ask.

Stories get remembered

Great leaders are great communicators. They are attuned to their life-experiences and how some of those life-experiences serve as excellent examples that can be shared with other people, followers and others who could be followers in the future. Great leaders create powerful, magnetic stories around these pertinent life-experiences. They practice delivering these stories. Then they use every opportunity to present and repeat the stories...to anyone and everyone who will listen.

Take Immediate Steps to Improve Communication

When communication gets off track, straying from the desired direction, good leaders work to improve communication so it returns to the right track. Good leaders do not let interpersonal conflicts fester. They know success relies on a level of harmony between followers. So, when dysfunction is evident they address it. Good leaders communicate to ensure their followers' harmony and focus.

Design Tools to Help People

Tools serve people...making their lives easier, making their lives more productive, adding quality to their lives...assisting them as they build. Good leaders know the power inherent in tools. Good leaders ensure their people have access to good tools. And, to maximize opportunities for performance good leaders ensure their people have customized tools...creative, customized tools.

Focus on Solutions

Leaders see solutions. Solutions and solution-thinking are around the essence of leadership. Good leaders connect with followers who are like minded about solutions. Some followers are naturally solution-oriented, others need to learn that problems are the routes to solutions, growth, and opportunities. Leaders do 2 things to promote solution-orientation: they lead by example...and...they teach.

Seek Simple 

When people go about business things can get complicated and that can happen quickly. Good leaders know the difference between simple, complicated, and complex. Good leaders conserve their energy, saving it for the complicated and complex things. One strategy that ensures energy is conserved so it can be put to best use is Seeking Simple...separating wheat from chaff...helping followers do the same.

Understand Business Contains Only 3 Things: People, Process, & Situations

"People, Processes, & Situations" is an example of seeking simple.  Good leaders know success is all about people...so good leaders invest time connecting with, serving, mentoring, and strengthening good people. Good leaders ensure processes [including tools] serve people, helping people convert actions into results. Good leaders know situations have a most-powerful effect on behaviour, so they plan for and construct situations.

Understand People Do Only 3 Things: Good Habits, Bad Habits, & New Things

Good Habits are things people think and do that help them achieve long-term desires and goals. Bad Habits are things that people think and do that do not help them achieve long-term desires and goals. Good leaders use these simple definitions to inject clarity into their lives. Then good leaders work at reducing their performance of Bad Habits and expanding their performance of Good Habits. And, good leaders test New Things...relentlessly seeking more Good Habits.

Take Talent To Task

Good leaders are fascinated by people's talents. When people's talents show a capability of aligning with the trust of the leader's goals, good leaders ensure the talented person has access to (1) opportunities to put the talent to productive use, (2) specialized knowledge to complement the talent, and (3) time to practice skills to hone the talent into a personal strength. Then good leaders don't leave things to chance - they help people connect personal strengths to important tasks. 

Don’t force change…construct it with comfort

Good leaders know change is constructive only when people are comfortable. And personal and business growth happens when people learn how to expand their comfort zones. Knowing these things, good leaders consider people's comfort/stress levels and design change in increments that help expand comfort zones without triggering the destructive consequences that naturally happen when people are forced into discomfort zones. Good leaders also know this correct approach to change 'dominoes' as confidence escalates.

Repeat clearly, "I do have time!"

Good leaders know the importance of leading by example. So, they know if they say "I don't have time" or "I'm too busy" their followers will pick up on that, think the same way, talk the same way, and act accordingly...spreading the lack-of-abundance mindset to one and all. Knowing this, good leaders remove the "I don't have time" & "I'm too busy" bad habit from their thoughts and words. They replace the bad habit with good habits: as examples, they apply the 80/20 Rule and they practice abundance thought and solution talk.

Change character for the better

All great leaders changed their character. Perhaps Abraham Lincoln performed one of the greatest self-transformations. When he was a young man he had the habit of openly criticizing other people. In 1842 Lincoln publicly criticized Illinois state employee James Shields. Shields took exception to the criticism and challenged Lincoln to a duel. The 2 men faced one another with weapons in hands. Fortunately their seconds intervened. Lincoln used the incident as a life-lesson and he chose to change his character for the better...rarely criticizing others. Lincoln's change of character took him from the dueling field to the White House.