Complainers support group
We are now in Cohort 5, which includes business leaders who can't stop whining about business problems. It all started as a joke among my business friends who had either started or been running one for some time. They kept complaining until I asked if they needed assistance. In my opinion, a businessperson should be a problem solver who overcomes the challenges that arise as they progress. Complainants, on the other hand, do not see it that way. They have slackers on their payroll. Government regulations are stifling initiative. Strange customers who do not buy or pay. Unfair credit facilities exacerbate financial problems. Yes, the list goes on and on.
The more I listened, the clearer it became that something had to be done. So, I approached them and told them they needed a support group. Half of them agreed to meet early on Saturday for an hour. After introducing themselves, the ranting began at the first meeting. They left the meeting feeling good about themselves because they were part of their tribe of complainers. Imagine someone driving away thinking to themselves, "So and so is a fantastic complainer; I loved the way he said it." That's how it started. We delved deeply into the issues raised in the first meeting during the second meeting. Surprisingly, a list of possible solutions was presented to the aggrieved. Each idea was rejected for a specific reason. "Yes, it's a good idea," they'd say, "but it won't work because…."
As a result, it was possible to point out the obvious very early on. Fixed mindsets were already in place, and any idea that threatened the status quo was met with skepticism and a determination to keep things as they were. The question arose after they agreed they had a fixed mindset: what should they do about it? To address the mindset, we needed to look at the environment in which they were operating. Most were already servicing active loans. In preparation for future growth, they had rented larger spaces and hired more employees. In other words, they were under pressure and needed something to happen quickly. They agreed that it would be difficult to give a growth mindset any attention in such an environment. The emphasis was on loan repayment, employees, and sales! They needed to consider ways to improve their business environment. Some chose to reduce their staff; others relocated to smaller spaces; and still others liquidated assets to significantly reduce their loans. If they were to change their environment, they had to make sacrifices. All of this occurred after weeks of pulling and pushing.
With that change, they were now able to focus on the issues that had brought them together. I noticed the following: they were kind to each other and had begun to trust each other because they had spent time with each other solving their business environment issues. These two elements are essential in any change management process. They were able to listen to each other as they re-explained their problems. They made discoveries that enabled them to make difficult decisions. One important realization was that some of them realized they were poor leaders. When the criteria for a good leader were presented to them, they received a very low score. For a business owner, this can be disastrous. Those who accepted had to choose between returning to being employed and developing their leadership skills. It should be noted that the majority of toxic work environments are influenced by poor leadership practices. So, for the most part, the employees were not lazy, but rather poorly led.
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They realized one thing as the weeks passed: there had to be a solution to every problem they were facing. The truth was that it would not always save the company. Most people, without assistance, just keep going, even if those around them notice they are stomping mud. dirty and repetitive. Without caring sounding boards, things are difficult. This group agreed to stick together even after the group sessions ended. This was a very wise decision. Listening was something they had not previously considered important but which had emerged as such. They began to open up to each other and began to hear solutions that they had not previously considered.
This led to another critical issue confronting businesses. Who were they attempting to sell their services and products to? The rest, with the exception of two, could not be more specific. They had solutions to problems that the market was unwilling to pay for, at any cost. With luck, it is?possible to develop a marketable solution. The proper method is for potential customers to identify an existing problem for which you have a solution. Before rolling it out on a larger scale, test the customers by providing the solution and seeing what price point works and how frequently they demand it. Does it appear to be a lot of work? Those who put in the effort will reap the benefits. These were the kinds of discussions the cohort was forced to have to ensure they were on the same page. There is no business if there is no market.
Is there any benefit to complainers? They provide a lot of free feedback. They don't mind getting into specifics. They will not stop reminding you. The good news is that when a?problem is resolved, they unveil another one. Don't be ashamed of being a complainer; you're doing a valuable service to yourself and humanity.
Disclaimer: The above story is fictitious, but I thought it might help you understand the challenges that business owners face and a possible solution for them in the support group. Instead of getting stuck in a rut of whining.