Listening Schedule
Dragon Reborn RED | Jun 2024 Multistage Stage IVC6
15 mins, Tues and Thur, 7 days break after 21 days
I had this company, experimental with non-technical people around.
I shows up every week, pinpoints the a problem, fixes it, and does that 3 weeks in a row.
Most companies avoid problems:
- They reframe them as “challenges.”
- They bury them under layers of abstraction.
- They delegate them into oblivion.
But problems aren’t hazards—they’re opportunities. The bigger the problem, the bigger the potential reward.
There’s a reason why company ain’t afraid to make mistake that things might explode: they want to see what breaks, when, and why. Each failure eliminates dozens of future issues. Solving problems systematically creates leverage.
Running a company is, at its core, prioritizing problems. Your earnings reflect the value of the problems you solve. Big problems pay better.
I had a logistics company, waste, and warehousing—industries most people overlook—because I focused on high-value problems others avoided. The risk/reward framework is simple:
- Small, low-risk deals: exist, but limited reward
- Small, high-risk deals: limited reward, high risk (avoid)
- Big, low-risk deals: unicorns (rare)
- Big, high-risk deals with solvable problems: the “bingo quadrant”
That’s exactly what being a in-charge is about. But I don’t hire the smartest people, help other to find a job and help them solve the problems they can’t. Helping is part of the whole job. Not avoiding problems—but identifying and choosing the right ones to tackle.
I had my own weekly problem-solving loop:
- Identify the single biggest constraint.
- Focus all resources on solving it.
- Measure the result.
- Repeat next week.
One problem. One solution. xx weeks in a row.
The best entrepreneurs don’t just think differently—they build muscles for identifying and executing on high-value problems, then repeat the process relentlessly.
Fair warning: this isn’t glamorous. It means:
- Living inside friction
- Facing uncomfortable truths
- Fixing things no one else will touch
But this is where all the leverage is. If your business is stuck, the key is often solving one big problem—whether you already know what it is but aren’t sure how to fix it, or you’re still uncovering what the true constraint is.