Page 42 - Entrepreneur Prime

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maybe even the pros.
entrepreneurs achieve success.
people get to the root cause of a prob- lem they can’t seem to fix.
What are some of the most common “wrong problems” that entrep- reneurs and leaders unknowingly solve, and why do such blind spots go unnoticed?
funda- mentals. I practiced really hard during the off-season. The next season started, and I felt ready. But some- thing was different;
You can guess what I heard from the stands and especially from my parents: “C’mon, kid, keep your head in the game, play to win this time.”
The next season I sat on the bench and only played in two games. After that, I quit baseball for good.
Two weeks after I quit, at a routine eye exam, we discovered the real problem. The doctor said, ‘Sorry, kid, you’re practically blind without glasses.’ But the real problem was this. But the real problem was this: at no point did the adults in my life stop blaming me for something that was out of my control. I call this Blind Blaming, and it’s at the heart of every unresolved issue facing people today in business and life.
Forty years later, after a very successful exit, I decided to do a TED Talk but didn’t know what I should talk about. As I was reviewing that with them, I said, you know, this happens in life and business all the time, what about Blind Blaming? They loved it and so did I. So, I went to work.
I started writing the book first, doing
the research, then based on my coaching
in the past, developed a way to break free from Blind Blaming (the RCD Method) and started testing it. Three years later, we have changed so many lives that it’s become an obsession for me.
The framework helps people find that one thing that creates real, long-lasting break- throughs. I like to tell people that you’re only one breakthrough away...
We’re trying to help 100,000,000 million
One of the most
common wrong problems
that entrepreneurs and
leaders unknowingly solve is something I see all the time. I have several recent examples. One that comes to mind is a business owner who was really upset with her marketing agen-
ctice position looks like? Have you figured out what type of personality is going to fit the high-performance profile you want? Do you have an onboarding process? You onboard your clients to give them a great experience, but how are you onboarding your employees to show them you care and that you want them to succeed?
These are two quick examples of Blind Blaming. The only way blind spots get noticed is usually by working with someone like a coach or a mastermind group that is not stuck in your sphere of influence and not tied to your past successes or past failures. Those past experiences are often what create
K evin D. S t. Clergy’s innovative leadership frameworks are transforming lives, empowering leaders, and redefining how
“AI will never replace the
human need for genuine connection.”– Kevin D. St. Clergy
So, we worked on my mindset, my swing, and the
“People aren’t failing at solving their problems;
they’re succeeding at solv- ing the wrong problem perfectly.”
– Kevin D. St. Clergy
I started
swinging
and miss-
ing. I went from a .550 batting average to 0. I literally went from hero to zero.
cy. She was so upset that she wasn’t getting enough leads and her business wasn’t grow- ing that she switched marketing agencies two more times during that same year. She kept blaming and complaining about the fact that she had no new leads coming in.
When I started working with her, what we discovered was very different from what she believed. I started listening to the calls that were coming in from the marketing she was doing. All three agencies were actually doing a really good job. Her team was only answering 50 percent of the calls that
came in. Of the 50 percent of calls that were being answered, only 10 percent
of them were being scheduled. They had
no script to follow, so they didn’t know what to say.
The problem wasn’t marketing or the marketing agency. It wasn’t even the owner. The only thing the owner was guilty of was Blind Blaming. The real problem was the system and the process she had set up for her front desk. They were too busy to answer the phone be- cause they were doing other things that were a waste of time, instead of focusing on her marketing efforts and converting those calls into appointments.
Another example I often hear is when people say, “People don’t want to work anymore.” I always say the same thing. It’s not that they don’t want to work anymore. I always say the same thing: it’s not that they don’t want to work anymore; they just don’t want to work for you.
I go back and look at their hiring practi- ces. Have you outlined what a best-pra-
the blind spots in the first place.
How does the RCD MethodTM (Reflect, Connect, Decide) differ from traditional problem-solving approaches?
Most root cause analysis or problem-solv- ing models jump straight into action. They think they know what the problem is (which is usually surface-level), then start brain-
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“At no point did the adults in my life stop blaming me for something that was out
of my control.”
– Kevin D. St. Clergy
42 II entrepreneur prime