If you’ve been reading my work or listening to GBR podcasts, you’ll know that I’m big on creating strong foundations built on basic principles and utilizing simple, but powerful ideas. I previously talked about the Perils of the Expectation Game. And I said for me, there are two kinds, Primary (Operational) Expectations and Secondary (Variable) Expectations.

Primary Expectations tend to be technical or operational in nature, like airplanes flying and toasters toasting. Whereas Secondary Expectations refer to most situations with variable outcomes, like business strategies or life experiences to name a couple. And I explained that I had learned to treat these Secondary Expectations not as expectations at all, but as one giant generic expectation that I described as operating in the expectancy of the best possible result, knowing there are often different pathways that will get us to the destinations we seek.

While I’ve said that this is all really simple foundational stuff designed to help you make better business decisions, I understand that it’s occasionally helpful to be able to relate it to a real situational example.

Try to imagine the last cash flow crisis you had to deal with and how you reacted to it.

So, here’s a question for you: Have you ever experienced a cash flow crisis of any kind? Most people will say yes. If you said no, you might want to keep listening just in case. Now I want to keep this simple as always. But try to imagine the last cash flow crisis you had to deal with and how you reacted to it.

Did you tighten up and narrow your thinking to the one or maybe two possible avenues that might solve the crisis – not realizing that you may have already gone down those paths to little or no avail and you’re about to embark on Einstein’s insanity routine – at which point things usually only get worse. And you may go into a spiral of sorts. Not fun. Not good.

What’s happening here in my view, is that we’re trying to solve our problem using our Operational Expectation theory with a Variable Expectation reality. We’re trying to apply a narrow expectation of a solution to a problem that isn’t part of an operational structure. They often don’t match up.

The solution, on the other hand, can be and often is something that is not on our radar. We haven’t considered it because we are so used to playing the Expectation Game. It’s deceptively comfortable and doesn’t require us to think out of the cage. The result is that we have unfortunately closed the options window, we can’t see any other way, and we start making decisions without the benefit of knowing there may be a variety solutions if only we would allow them to be seen.

I’m going to stop here for a moment because, remember, we need to keep it simple. If you’re going through a cash flow crisis at the moment, the tendency is to look for a quick fix. It’s urgent. It’s easy to be impatient. And you may not necessarily be happy with my advice. I can’t write you a check or give you the name of a guy that will help you out of a jam (and probably don’t want to know anyway). All I can really do is tell you what’s worked for me. And if you can use some piece of what I have to say to your benefit, I’m a happy guy.

So how would I handle a situation like this or similar? First, I don’t allow myself to get emotionally wrapped up by the problem. The problem does not define me. I step away from the problem. If I don’t, I can’t see the solution. I have to keep my eye on the destination and keep all my options open on how I’m going to get there. Sound familiar?

I already know that the solution exists. It always does. Always. It may not be what I was expecting (it frequently is not). It may not happen in the timeframe I may have hoped for. But that does not mean there won’t be an acceptable or better result. So, what I try to do is stay focused on (what I said before) the best possible result. And I’m leaving the widest path open for that result to manifest.

I have said that it is important to focus less on what we are not, and more on what we are. On Guitar Business Radio, my podcast, I’ve said there are “No Reviews, No Demos, No Idle Chatter.” Truthfully, that’s designed to get your attention. Remember, that is step one of The 3 C’s. In step two, I want you to know what we are. We are unique and providing you with something you won’t getting anywhere else, among other things. What action do I want to compel? Simple – listen to the show, engage with the show, support the show and help us spread the word.

Simple stuff my friends. And there’s more.

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