Tenasu

Just because you can, doesn't mean you should.

The adrenaline of pushing the boundaries and hitting the next level can't be understated.

It's exhilarating, and can hook you faster than Colombia's finest (coffee) 🫣

There's always more to do, and bigger hills to climb.

But after 15 years in the trenches with business owners, boards, and marketing departments, you notice the patterns, and you start seeing the implication of poorly made decisions, and the pain of diminishing returns.

There's nothing worse than sprinting in the wrong direction, predicated off panic that is paraded around as 'gut instinct'.

Sometimes it is, most times it's not.

Instinct can play a huge role, but it needs to be tied to a framework for decision making.

Otherwise it's like a gambler that only talks about when they win (or when it works), ignoring the time it's sent them in the ditch (or in debt).

We've deliberately stayed quiet on our own marketing as we were firmly in the trenches with our own client led growth strategy.

We knew if we could dig in and help them win, we would too, and that would provide far more longevity (and enjoyment) in the process.

It worked, and now we're here to share the story.

We didn't want to add to the noise, there had to be a meaningful message for meaningful growth.

Now it's time.

Old solutions don't work for new problems [the story of Mann Gulch]

Sometimes I’ll come across a chapter in a book, that explains a point so well, I just have to share the excerpt for exactly what it is.

The story of Mann Gulch in ‘The Road Less Stupid’ exemplifies the need for new skills and tools for new circumstances, rather than relying on past answers to survive.

When the environment radically changes and we are confronted with moments of uncertainty and danger, clinging to the old “right” way might seem like a good idea, but it can frequently create our worst case scenario.

We can’t rely on ‘what has always been’ when faced with problems, because our markets, our companies, and our problems evolve, and mutate.

Chances are, our go-to solutions for our previous problems are useless for the problems we currently face, and will face in the future.

So the key focus point needs to not be on the problem in its singularity, but our mode of problem solving.

Keith Cunningham (the author of TRLS), tells the story far better than I ever could, so I’ll link you to the story here
>> www.tenasu.com/blog-1/mann-gulch-fire