Try as you might, you won’t find that intersection on Google Earth, Bing or Tom Tom—these technologies simply aren’t programmed to know it exists. But interestingly enough, many companies operate from that location just the same. To be fair, this isn’t simply a phenomenon of the business sector. It’s also true for people, cultures, governments as well as our educational, medical and religious institutions. The pull towards the symptomatic and the desire to quickly fix that symptom is both seductive and habitual.  Add to that, that examining and considering things as a whole is rarely modeled. We have become conditioned to view and interact with much of life from the perspective of its separate parts. When it comes to business, that tendency can generate chaos. Issues arise that are deemed problematic and if they are attended to, the issue is likely dealt with or “fixed” in isolation of its root cause. Disconnected from the true source of the problem, these “fixes” are oftentimes short lived, with the added liability of creating new symptomatic problems in a different area or down the road. It becomes a vicious cycle: like pulling a weed whose root is really part of an underground network. You can pull and pull and pull those weeds and never impact their spread. Enduring solutions require intention and time. Time to examine and explore beyond the superficial and nearer the core, time to identify, weigh out and administer the solution. Unfortunately, we often feel time is in short supply. It’s important to remember, that problematic “quick fixes” can generate their own time-consuming consequences. That, in itself, is worth a moment’s thought. Beginning to see things in a business systemically, as a whole, is critical to identifying cures and not just fixes. Such a perspective has the power to broaden and deepen both understanding and awareness. It helps connect the dots. Companies can begin by first gaining a sense of what the internal stakeholders of each business area are experiencing, both good and bad. When this feedback is laid out, connections and patterns will emerge. These patterns are the bellwether, they will tell a story, they will give clues and point in a needed direction. In most cases, discovering a root cause and its cure, need only be done once. The need for quick fixes, however, can go on forever. Sign up for a Needs Discovery Conversation to get the vital feedback you need to grow your...

For me, one of the things I liked best about being a corporate field salesperson was that it gave me the opportunity to run a business, without many of the issues associated with being a business owner. I adopted a business owner’s mindset–I was resourceful, took intelligent action, invested wisely, generated opportunities and secured sales. But unlike an actual business owner, I wasn’t bogged down with the million and one other things that have to be considered. I only had to run my part of the business. There was great freedom and opportunity in that proposition for me. It allowed me to be creative and innovative while still enjoying the benefits of sophisticated support systems. Systems out of reach for most independent business owners. Additionally, I was able to approach new prospects with something substantial and recognizable. Again, running my own business with the credibility of size and substance on my side. Perfect. When it came to business planning, I owned it. This was my baby and I had big plans for its growth. That mindset helped me energetically invest in my work in a powerful way. Intellectually, I wasn’t delusional. I knew that I was an employee in a sales department. But, I didn’t go to business with that thinking in place. Instead, I organized my intention around owning the plan, the work and the outcome. Today, I am a business owner and have the million and one other things to consider. The experience I gleaned from my years working for other companies has served me well. The opportunity to observe the good, the bad and the ugly has provided me insight and wisdom I handily use today—both within my own company and those I serve. Like with my earlier employment days, the concept of “owning it” is even more critical. Because, financially, I do. But, “owning it” is more than a financial reality, it’s an energy and mindset. Owning what I do, how I show up, the choices I make, the obstacles that get in my way, my successes, my failures…that’s the bigger ownership. Interestingly enough, that’s the real inner growth and ownership that makes the other possible....