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Videocast 4: Solve The Problem

Thank you for visiting and welcome to the very first Accelerated Breakthrough videocast!

Paul Perez Discusses How To Solve Your Problem

Paul Perez:  Just covering the awareness space. How do you know that there's a problem? And we also covered the identification and assessment. You assess it and then you identify what the key issues are that we need to work on as business owners. And then as a guide on the side, how I can help you frame up the solution? And that's what we're going to talking about in this, in this next segment here is how do you fix the problem

How do you get to the point where not only have you admitted that, okay, there's a problem, you can look and see, we've assessed it, here is the problem, and then what do we do about it. This is where we really get into a lot of the, more, even more deeply into that psychosocial, you know, the psychological and social implications of changing because neurologically , we just really hate change. 

Paul Perez:  And, and you can ask anybody in the consulting world, and I've had my fair share of dealing with this with leaders is, change management. The first thing that you have to address and change management is the belief. The proclivity that people have to hang on that thing with which they were comfortable, that last thing that they got used to that's been groups so deeply into their neurology that they have to let go of that. And that's what makes a change so hard.

So, the next phase after conscious incompetence is this. When you figure out, okay, I know what the issues are, I don't know how to fix them right now is we develop a plan of action with milestones. We look at the key areas. So let's take the eight key drivers of business growth. We look at the key areas where the scores are low and we've agreed that we need to get those scores up in order to increase the value of the organization or the company. And we did all of the plan of action based on the strategy, what is the strategy. And we reverse engineer the strategic pieces into tactical blocks. And when we do that, we'll be moving into the next phase, which is conscious incompetence.

Paul Perez: This is when we've started to embed some new values mores into the organization. This is when we've been able to create systems to be able to move the new changes ahead. Some of that might involve automation, some of it might involve the owner getting rid of pieces of, of his or her portfolio and handing it off to somebody else who's, it might involve bringing in new people on.

Unfortunately, sometimes it might involve asking people who aren't well suited, to get off the bus, to use Jim Collins as par lanse. Right from good to great, where he says that when you're looking at a massive change or building an organization that he calls a level five, a super excellent organization, you get to get the right people on the bus. You got to get the wrong people off the bus, and then you have to get , all of the right people or the right butts in the right seats. 

Paul Perez:  And so whenever you're thinking about getting to that next level, the three legs of the stool are people, processes and technology. Do you have the right people in the right seats in the bus Did you have the right processes? Are they written down or these processes where unfortunately if somebody decides, hey, you know, I'm going to move to Hawaii, and then they leave that there are written processes for a pass down that then the next person who comes on board can take ownership of that piece of the business.

And then the last thing is the technology. You have the right technology suites are people using the technologies. You have no idea how many times. And by the way, like I said, no one's immune, right I'm employing new technologies, suites all the time to streamline and make my company more efficient and less dependent on me. 

Paul Perez:  That change is hard. Well, you have no idea how many times I've gone into companies and they'll say, oh yeah, well we have this new program that does that. And I'll say, well how well are you employing it and they just kind of, they just kind of smirk at me like, well I have log in credentials. It's like, okay, so you have login credentials but you're not using it. And they say, well, Mike over there is using it.

And then I'll say, well, how important is it that you are using it as well and they're like, well, it's pretty important. So once again we're dealing with that, the emotional things that are stopping people from adopting new systems that are going to help them increase their effectiveness as a business. So once we get that down the road, then we reach a step is called conscious competence. 

Paul Perez:  In this conscious competence is really where people start getting the new skills down there. The new behaviors are becoming a little more habitual, but they still have to think too hard about it. They still have to think about it. Once again, it's kind of like tying your shoes. When we were little kids, we are not an entire choose. It was very laborious, very painful. And our moms or dads or preschool, kindergarten teachers hadn't really take time. You know, here's the hole. The rabbit runs through the hole. Now we don't even think about it. We just put our shoes on time and so that where we just put our shoes on time and then we're out the door. Is the level that we call unconscious competence. 

Paul Perez:  And this is when doing those natural success habits becomes like falling off a log. Like getting out of bed in the morning and putting your feet on the floor. You're just in flow. But here's what happens. And by the way, and whatever phase you are in your business, you've already gone through this to get to the base that you're at.

The issue and the challenge here is to get to the next phase. Unfortunately, it's a scrub because you have to start all over again. Cause like I said in a previous video and what got you here won't get you there. So that's part of the process of how in the beginning stages help business owners, analyze, assess, identify, become aware of that there is an issue, formulate a battle plan to get that issue taken care of and then execute it on a daily basis by drilling down to what are the key behaviors and attitudes of the organization has to have to go from here to there.

That's what we call accelerated breakthrough. We use multiple modalities, we use multiple assessments. A nd we look at different parts of the organization and try and see how synergistically ours is the best way to approach and attack that problem so that we can have the maximum, what I call a Venturi effect. Right Venturi is like a nozzle. It's how do we blast a way the inessentials and how do we move from level A to level B in the most rapid, safe, efficient, effective, and emotionally pleasing manner possible. Thanks

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