| "Everyone has problems, everyone suffers to varying | | | | all fraught with problems. As someone once said, "If it |
| degrees at different degrees. The only way out is | | | | weren't for the customers, this business would be |
| objectivity" -- Buddhist teaching | | | | easy." Strange thing to say. |
| The only business that doesn't have problems is the | | | | Businesses are a fertile source of problems just |
| one that is out of business.The larger number of | | | | waiting to be transformed into profitable opportunities. |
| people in a company, the more people problems there | | | | For example, without accidents body shops would not |
| will be. The manager's job is to make sure that every | | | | exist. If golfers didn't slice or hook, golf professionals |
| employee produces a return of 90% while only | | | | would be just good golfers trying find more ways to |
| creating a 10% of cost in problems. | | | | play golf. |
| The most successful businesses, because they are | | | | I was listening to colleague complain about his client |
| growing and adding people, have an increasing set of | | | | CEO who was causing lots of problems for his |
| problems. This is good. | | | | company. My colleague wanted to pull the plug on his |
| The difference between a successful business with | | | | contract. |
| problems and an unsuccessful business that has -- or | | | | "Great!" I said, "I'll take him on. I love working with people |
| had -- problems is that the managers can't, or couldn't, | | | | who have problems." They are my biggest source of |
| solve their problems. | | | | satisfaction as we work together to explore how to |
| Problems are everywhere. Actually without problems, | | | | fix their self-chosen dilemmas. |
| 98% of businesses would not exist. Without people | | | | But my biggest joy comes when my clients take full |
| problems managers would be mostly unnecessary so | | | | ownership for solving their own problems and put me |
| it's always a puzzle to me to hear managers complain | | | | out of a job. |
| about their problems with their people. What did they | | | | As nanny McPhee said: "When you need me, but don't |
| expect when they took on that role? | | | | want me, I will be there. When you want me but don't |
| Pick up a newspaper. Turn on the TV. Talk to your | | | | need me, I will be gone." |
| neighbour. Have coffee with a friend and you'll find | | | | Since the whole world is full of problems, everyone, |
| more problems just waiting for a business to turn them | | | | everywhere is talking -- actually complaining -- about |
| into opportunities. | | | | problems all the time. That's why we need great |
| Get a big order. Lose a customer. Sign up a new | | | | managers who are willing and able to bring out the |
| customer. Sign a new hire. All of these lead to various | | | | genius in others while becoming great themselves so |
| problems that are begging to be solved. | | | | we can together work to solve the problems. And in |
| Relationships have problems. Either someone has a | | | | the process most likely create new ones. |
| relationship that causes them pain. Or they want a | | | | So if you don't want to deal with problems or people, |
| change. Or they don't have a relationship and want | | | | do not become a manager. |
| one. Customer relationships, employee relationships, are | | | | |