I’m starting this week by putting out fires.
We have a client that complained about a project. I haven’t investigated the details yet, but some of it was clearly our fault and some of it was likely their fault.
Another unpleasant task on my plate is that I have to confront a different client and maybe fire them. They are a wonderful person in charge of a wonderful organization, but they’re difficult to work with. The result of being difficult to work with has been that they’ve destroyed most of our profit margin on the work completed.
It’s annoying to have to look into these situations because it takes me off course from driving towards the objectives that will impact the entire business.
But that these issues occurred are indicators of problems with the business. I’m trying to drive towards objectives, but the dashboard is giving me an engine warning light.
Over the weekend, I barbecued with a guy that owns a microbrewery. They’ve expanded to three different locations and are in the early phases of distributing their beer. I asked him if their growth was a result of market demand or a product of intentional changes and investment. “Both,” was his answer, “We’ve been through phases where one or the other caused growth.”
You need both intentional and responsive changes.
In a grappling match, you can’t simply force your will on your opponent. You have to respond to what they’re trying to do. But if you’re not keeping an eye on a strategy to win, then your only path to victory is to hope that you get lucky and they hand you a lethal mistake.
While putting out fires is not going to move us closer to our objectives, it is a good opportunity to make the business a better vehicle to support those objectives.
Featured image is Echo and Narcissus by John William Waterhouse used under Public Domain