For Crying Out Loud

Even in truly tough times and horrible market segments, there are winners and strong companies. You have to play the hand you’re dealt, and you have to play it well. If anything is happening to you more than two times out of ten, it’s you, not them. With high interest rates, houses are still being sold. With food being expensive, people are still dining out. But you can’t expect yesterday’s ideas to thrill people about tomorrow. Nor can you tap dance on hot coals, in sweat tents, or with rah-rah speakers. You have to show people that you have ideas for tomorrow, anticipating change, not answers to past problems. Don’t create false narratives that drive your approaches, e.g., “I can help you cut expenses” or “We need to lower our expectations.” Don’t allow your prospects’ fear to scare you or infect your thinking. The Titanic was a bad idea: mistaken design, insufficient lifeboats, and a poor route. FedEx was a great idea: postal service weakness, hub and spoke, “guarantees.” We are accountable. Not the fates or the winds or the tides or technology or society. Endure the brief pain of trying new approaches and innovating, or you’ll face the long-term pain of inevitable decline.