“In Times of Trouble, Keep it Simple”

There is a value to simplicity, particularly when you need a port in the storm.

The theme of the past week has been conflict or chaos. A few colleagues and clients have been dealing with severe disruptions to their business. We have all been there, personally and professionally, the table is set, you are about to sit down for dinner, and then, disruption.

A critical employee quits on short notice. Your business finds itself embroiled in a public relations snafu. Your polished, well-positioned proposal did not close the deal you spent months working on.

A panic sets in. Questions bubble to the surface. What is the problem with my business? Where did I take a wrong turn? What is happening to me?

An unexpected business issue is most often NOT the time to overcomplicate things by attempting to diagnose deeper systemic issues. We may not be thinking clearly, emotions are running high and our perspective is often skewed. This is a time where costly errors can and will be made. Think, before you act.

A rule of thumb for me is to slow things down in times of trouble.

Ladies and gentlemen, I present to you, The Beatles …

When I find myself in times of trouble, Mother Mary comes to me
Speaking words of wisdom, let it be
And in my hour of darkness she is standing right in front of me
Speaking words of wisdom, let it be
Let it be, let it be, let it be, let it be
Whisper words of wisdom, let it be

The song is soothing and melodic, yet often don’t feel tranquility in times of trouble. We often react without much deliberation. If we do think, we act like runaway trains with no direction. An hour later and you might feel lost and disheveled.

There is a better way.

First and foremost, the action should be to take stock of the issue at hand and deal with its immediate ramifications. Problem, meet solution. Once the pressing issue is resolved–and some space and time for levity is attained–then you may want to probe a bit to see if a larger, systemic issue is at play here.

Too often people choose to do the inverse. There must be something larger that is wrong, and I need to fix it.

No, you need to address the immediate issue at hand. Then, you may consider whether more attention should be given.

How do I know the difference between a one-off situation or a symptom that may indicate a broad, systemic problem?

Use these questions to get some clarity:

1. If the problem at hand were resolved quickly and properly, would your concerns disappear as well?
2. Has this issue occurred in the recent past–90 days–or is it fresh and new?
3. Do any of your key, trusted team members feel a pressing need to delve into the matter further?

If the answer to the above questions are no, than you need to let it be.

Are you a business owner, entrepreneur or executive who often struggles in times of conflict?

I’d like to hear more about your personal journey. Do you have an ally to aid your business and you during the storm? Do you need one?