The Huge Mistake


Most business books counsel that an intense focus on your business is required to be successful. This is probably one of the most common myths in the business world. Sometimes you have to look outside your business to find the next big trend.

I’ll be traveling quite a bit this week and next. Given the popularity of this blog the first time around, it seemed like a good time to rerun it. Here is part 1.

The Huge Mistake, Part 1
by Dan Kennedy
Based on a discussion @ Gold/VIP-Millionaires Group 2006

The specifics of the discussion are not important, but here’s what happened: one Member was on the “hot seat”, talking about his business, past, present and future, and at one point, another Member piped up and suggested an idea, quickly, briefly. The Member on the hot seat acknowledged him but brushed it off and continued talking about what he next planned to do. I let it pass at the moment, but thought better of it later, and interrupted our meeting to talk about what had happened.

Unfortunately, the incident is very, very, very common. Even smart and successful businesspeople are too often “knee jerk reaction” quick to judge an idea they read or hear or a suggestion given them as inappropriate to their business. Our focus can be our downfall. The smarter reaction, in this case, and in many, is to make a written note of the suggestion or idea, make sure you understand it, and if you don’t want to be de-railed, set it aside to think about later. But by all means, return to actually think about it.
Every idea or suggestion attempting to enter your environment, for your consideration, runs up against a line of guards, a pre-set array of defenses, built from your present “picture” of your business, your beliefs about how it works and what it is and where it’s going – so that anything that doesn’t easily match up with what’s already there is swatted away automatically, thoughtlessly.

McDonalds Corporation fought a few renegade franchisees tooth and nail, very stubbornly, for an extended time period before grudgingly giving in to their insistent wish to be in the breakfast business. For years, McD’s restaurants all opened at 11:00 AM, not before. They were, after all, in the hamburger business. The very idea of “breakfast” had no place to land. Of course, now, it’s about 1/3rd of the gross and I’d guess an even higher percentage of net. But few ideas are so persistent.

What’s worst, though, is when you deliberately put yourself into an environment to get new and different ideas and suggestions, but still keep your defenses up, still let those that don’t fit be swatted away instantly. Why come to a mastermind meeting and operate this way? I see people at seminars, conferences and in these mastermind meetings paying attention to people they view as “like them” and in “similar” businesses, then letting their attention wander to other things when someone in a different and “unrelated” business is talking. All this does is reinforce business and marketing incest. It’s re-circulation of similar thought and experience, like the (toxic) re-circulated air in airplanes (ever since they outlawed smoking and no longer need fresh air added during flight). The whole point of participating in a mastermind environment is to find and consider FRESH ideas. As a result, incidentally, I’ve decided to outlaw laptops in my coaching group meetings in 2007. I realize people use them to take notes, but I also see the computers acting as a gian distraction…people “playing”, going to sites, checking
e-mail, etc., when they should be fully engaged in the meetings. So, for 07, there will be no cellphones, no Blackberrys, no Blueberrys and no laptops permitted inside my meetings. If somebody finds that untenable, they need not join.

About the Author

Tripp Braden partners with financial and advisory services clients to create an anticipatory strategy and mindset. By leveraging people and technology he breaks down barriers to combine planning and innovation in a way that increases profits and accelerates sales results.
He’s a growth strategist and internationally recognized Sage Global Business Expert and IBM Futurist who turns strategy into implementable business development activities for increasing market share, revenue, and profits. He has proven success seeing the big picture and creating new market opportunities.
Tripp can be contacted at tbraden@marketleadership.net or send him an invite on LinkedIn. You can find Tripp’s other blog at Empowering Serving Advisors.

Tripp Braden – who has written posts on Market Leadership Journal.


Leave a comment