Leverage Your Time and Energy - Untie Your Shoes!
Leverage Your Time and Energy - Untie Your Shoes!
First of all, the central issue here is learning how to build your business infrastructure in a such a way that the problems and challenges you address cease to be problems and challenges. This seems simple enough, but in practice, how often have you invested time and energy to solve a problem or address a challenge, only to find that very same problem or challenge popping up again a few months later, as though nothing you did made any difference at all?
From my point of view, sustainability is the natural result of leveraging your time and energy in such away that the problems you solve now stay solved, and the issues you address today cease to be issues at all. Let’s face it, time and energy are precious resources. I’ve never worked with anyone in small business who has extra time and energy to spend revisiting issues they solved once already, and yet this is one of the most common barriers I see that prevents small businesses from achieving long-term success.
Why? Because small business leaders often opt for short-term comfort at the expense of long-term sustainability. I use the word “comfort” here loosely. There’s a kind of comfort that comes from the familiarity of constant suffering. Like a moth that’s drawn toward the flame. There’s a prevalent notion in small business that if you’re not completely overwhelmed, you must not be working hard enough. This kind of culture discourages long-term thinking and problem solving. In companies where the comfort of constant suffering has taken root, being overwhelmed is a status symbol, everyone is constantly running to put out fires, and productivity is measured by the completion of as many tasks as possible within a given time frame, regardless of the long-term result or the impact on health, morale, or strategic vision.
In contrast, sustainability requires short-term sacrifice and favors long-term thinking and planning. The net benefit is exponential. Say, for example that you can solve a problem in two hours, but in order to keep it from occurring again next month, you would need to spend twelve hours developing a sustainable solution, documenting a protocol, and training people to use the new protocol. The long-term, sustainable solution requires an immediate sacrifice of ten hours. So the immediate net benefit is negative ten hours. No one in their right mind has an extra ten hours to spare, right? Let’s factor that out over time. At two hours/month, the net benefit would reach zero after five months. Six months later, you’d have a net benefit of twelve hours. The question is, what do you do with the time you end up saving? If you re-invest that time in the development of other long-term, sustainable solutions for other recurring challenges or problems, the benefit starts to grow exponentially.
When I talk about this with clients, I use the example of running a marathon with your shoelaces tied together. No matter how fast you run, your stride will only be as long as your shoelaces will allow. Unbeknownst to you, a whole new realm of speed and power is available from untying your shoelaces and allowing your feet to move freely, but you have to stop running in order to untie them.
“Stop!” I say… “Stop! For the love of God, stop and untie your shoelaces so you can run so much faster with so much less effort!”. “Great!” they respond, “that’s brilliant! This is going to be incredible! Add it on the list. We’ll do it just as soon as we can, but not now. Right now we’re in the middle of a marathon!”.
Creating a sustainable infrastructure means doubling the length of your stride simply by stopping to untie your shoelaces. This approach to solving problems and addressing challenges requires a shift in thinking. You have to be willing to take a step back from the issue in order to identify the source of it. Once you understand the source of the problem, you can design a sustainable solution.
From the standpoint of sustainability, the questions you should ask yourself when solving a problem are:
How can I resolve this issue so that I never have to think about it again? What system, structure, or protocol can I put in place to ensure that I never have to deal with this issue again? How can I resolve or manage this issue such that it ceases to be something I have to think about or remember to do? How can I completely resolve my concerns about this issue so that they cease to exist as concerns?
While these questions can be difficult and time-consuming to answer, answering them is the key to leveraging your time and energy and creating a sustainable business infrastructure.
Leverage Your Time and Energy Untie Your Shoes - To learn more about this author, visit Erek Ostrowski's Website.
Like this article? Share it with your friends
A while ago, I wrote a short post for small business owners and managers called “Building a Sustainable Infrastructure”. In it, I touched briefly on the idea of leveraging your time and energy by addressing problems and challenges from the standpoint of sustainability, or how to solve problems for good, using the least possible amount of time and energy. This seems to be a topic of great interest and value for many of my clients, so I thought I’d finally give it some of the attention it truly deserves.
First of all, the central issue here is learning how to build your business infrastructure in a such a way that the problems and challenges you address cease to be problems and challenges. This seems simple enough, but in practice, how often have you invested time and energy to solve a problem or address a challenge, only to find that very same problem or challenge popping up again a few months later, as though nothing you did made any difference at all?
From my point of view, sustainability is the natural result of leveraging your time and energy in such away that the problems you solve now stay solved, and the issues you address today cease to be issues at all. Let’s face it, time and energy are precious resources. I’ve never worked with anyone in small business who has extra time and energy to spend revisiting issues they solved once already, and yet this is one of the most common barriers I see that prevents small businesses from achieving long-term success.
Why? Because small business leaders often opt for short-term comfort at the expense of long-term sustainability. I use the word “comfort” here loosely. There’s a kind of comfort that comes from the familiarity of constant suffering. Like a moth that’s drawn toward the flame. There’s a prevalent notion in small business that if you’re not completely overwhelmed, you must not be working hard enough. This kind of culture discourages long-term thinking and problem solving. In companies where the comfort of constant suffering has taken root, being overwhelmed is a status symbol, everyone is constantly running to put out fires, and productivity is measured by the completion of as many tasks as possible within a given time frame, regardless of the long-term result or the impact on health, morale, or strategic vision.
In contrast, sustainability requires short-term sacrifice and favors long-term thinking and planning. The net benefit is exponential. Say, for example that you can solve a problem in two hours, but in order to keep it from occurring again next month, you would need to spend twelve hours developing a sustainable solution, documenting a protocol, and training people to use the new protocol. The long-term, sustainable solution requires an immediate sacrifice of ten hours. So the immediate net benefit is negative ten hours. No one in their right mind has an extra ten hours to spare, right? Let’s factor that out over time. At two hours/month, the net benefit would reach zero after five months. Six months later, you’d have a net benefit of twelve hours. The question is, what do you do with the time you end up saving? If you re-invest that time in the development of other long-term, sustainable solutions for other recurring challenges or problems, the benefit starts to grow exponentially.
When I talk about this with clients, I use the example of running a marathon with your shoelaces tied together. No matter how fast you run, your stride will only be as long as your shoelaces will allow. Unbeknownst to you, a whole new realm of speed and power is available from untying your shoelaces and allowing your feet to move freely, but you have to stop running in order to untie them.
“Stop!” I say… “Stop! For the love of God, stop and untie your shoelaces so you can run so much faster with so much less effort!”. “Great!” they respond, “that’s brilliant! This is going to be incredible! Add it on the list. We’ll do it just as soon as we can, but not now. Right now we’re in the middle of a marathon!”.
Creating a sustainable infrastructure means doubling the length of your stride simply by stopping to untie your shoelaces. This approach to solving problems and addressing challenges requires a shift in thinking. You have to be willing to take a step back from the issue in order to identify the source of it. Once you understand the source of the problem, you can design a sustainable solution.
From the standpoint of sustainability, the questions you should ask yourself when solving a problem are:
How can I resolve this issue so that I never have to think about it again? What system, structure, or protocol can I put in place to ensure that I never have to deal with this issue again? How can I resolve or manage this issue such that it ceases to be something I have to think about or remember to do? How can I completely resolve my concerns about this issue so that they cease to exist as concerns?
While these questions can be difficult and time-consuming to answer, answering them is the key to leveraging your time and energy and creating a sustainable business infrastructure.
Leverage Your Time and Energy Untie Your Shoes - To learn more about this author, visit Erek Ostrowski's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
|||
George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Erek's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
 |
||
 |
||
|
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Adopting Creative Thinking Corporate Secrets Mental Imagery Innovative Thinking Universal Search |
|
 | ||
 |
Top 50 SEO Posts - 2008
Top SEO Posts of the Year | |
|
Top 50 SEO Posts - 2007
Top SEO Posts of the Year | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
||||||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
