4-POINT RESPONSE TO PROBLEMS

The following comes from "Be All You Can Be" by John Maxwell.

I want to give you a concise four-point outline for responding to problems:

o   Anticipate them. Don’t let problems take you by surprise

o   List them. Write down all the problems you’re aware of

o   Address them. Examine each problem thoroughly and think of a solution

o   Outsmart them. If plan A doesn’t work, be ready with plan B.

GET THE JOB DONE

You are there to "get the job done" -- not just merely to "do your best."  I recall the shock of recognition, many years later, when I tripped over a Churchill note that went like this: "It is not enough to do your best -- you must succeed in doing what is necessary."

From "The Little Big Things: 163 Ways to Pursue Excellence" by Tom Peters

JOHN MAXWELL ON THE RIGHT ATTITUDE FOR SOLVING PROBLEMS

“Don’t find fault; find a remedy.” -Henry Ford


No matter what anyone may tell you, your problems are not your problem. If you believe that something is a problem, then it is. However, if you believe that something is merely a temporary setback, an interim obstacle, or a solution in the making, then you don’t have a problem.

Problems either stop us or stretch us

“Obstacles will look large or small to you according to whether you are large or small.” -Orison Swett Marden

No problem can withstand the assault of sustained thinking.

Nobel Prize-winning physicist Albert Einstein observed, “The significant problems we face cannot be solved at the same level of thinking we were at when we created them

From "The 17 Essential Qualities of a Team Player" by John Maxwell

ULTIMATE COACHES' CLINIC: BILL BELICHICK

In 2008, Pat Williams, the GM of the Orlando Magic and a tremendous motivational speaker put out a book, "The Ultimate Coaches' Clinic." It is a fascinating book because of the style Pat utilized. He surveyed over 1000 coaches and administrators for insights to what is important to successfully do their job. It is a great book to own and I highly recommend it. Here are some thoughts from Bill Belichick:

• When you’re the head coach, you’re the head coach 24 hours a day, seven days a week. No matter what happens, it’s on your watch, and to a degree, it’s your problem.

• Take care of the tiniest detail, because the little details add up until they represent significant differences. Let nothing slip through the cracks.

• There’s no celebration of any victory in the past. Work for the next victory, the one yet to come. You cannot allow complacency.

RULE 13 & 14

General Norman Schwarzkopf tells about his first experience of leadership at the Pentagon. His senior officer told him that to do his job well, all he had to do was to “Follow rule 13.” When he asked, “What is rule 13?” his commanding general said, “When placed in command, take charge!” when then Colonel Schwarzkopf asked, “But after I have taken charge, how do I make decisions?” His commanding officer said, “Simple. Use rule 14.” When Colonel Schwarzkopf asked, “What is rule 14?” he was told, “Do the right thing!” These are excellent ideas for you, as well. When placed in command, take charge, and if ever you are in doubt about what to do, simply do the right thing.


Leadership is more about who you are than what you do.

From "How The Best Leaders Lead" by Brian Tracy

COLIN POWELL: SOLVING PROBLEMS IS WHAT LEADERS DO

I've lived by the proposition that solving problems is what leaders do.  The day you are not solving problems you are no longer leading. If your desk is clean and no one is bringing you a problem, you should be very worried.  It means that people don't think you can solve them or don't want to hear about them.  Or, far worse, it means they don't think you care.

So go walk around and look for a problem' you will find some.  Don't stop there.  Try to instill a problem-solving attitude in your subordinates and staff.

Problems have to be solved, not managed.  You can't get away with burying them, minimizing them, reorganizing around them, softening them, or assigning blame somewhere outside your responsibility.  You have to make real and effective change.

From "It Worked For Me" by Colin Powell

RANDOM THOUGHTS ON COACHING (PART V)

PARENTS:

DON MEYER: “Most parents would rather see their child make the All-State team rather than their team win the state championship.”

PASSION

SKIP BERTMAN: “I’ve always believed that anything you vividly imagine, ardently desire, sincerely believe and enthusiastically act upon, must, absolutely must, come to pass.”

PERSEVERANCE

MIKE SHANAHAN: “I’m sure you’ve heard that adversity builds character and strength. These are, in my mind, the two most important components of persevering.”

PHILOSOPHY

JACK RAMSAY: "Determining his philosophy is, therefore, a coach's primary task; he must decide, before anything else, what it is he wants to say of himself through the game."

PRACTICE

JON GRUDEN: "Teach your players how to practice. That's even more important than teaching them what to practice, because if you don't establish the pace you want and if you aren't consistent about it, they're going to work the way they want to and it's going to change with each day. You have to let them know that you want them practicing with a sense of purpose, every time."

PREPARATION

KEVIN EASTMAN: “Pressure always hits hardest when you are unprepared. Preparation is pressure's greatest obstacle. Be prepared every time; in every way.”

PRESSURE

JOHN WOODEN: “Pressure is healthy. It can lead to improvement. Stress is unhealthy. It can lead to mistakes.”

PROBLEM SOLVING

DALE BROWN: "The greatest of problems is the greatest of opportunities."

PROCESS

NICK SABAN: “If you don’t get result-oriented with the kids, you can focus on the things in the process that are important to them being successful. That is the only way they are going to compete the way you want them to.”

PURPOSE

VINCE LOMBARDI: "Success demands singleness of purpose."

GET OUT OF YOUR COMFORT ZONE

An important concept that successful people understand is that you are never stuck. You just keep re-creating the same experience over and over by thinking the same thoughts, maintaining the same beliefs, speaking the same words, and doing the same things.

As long as you keep complaining about your present circumstances, your mind will focus on it. By continually talking about, thinking about, and writing about the way things are, you are continually reinforcing those very same neural pathways in your brain that got you where you are today.

To change this cycle, you must focus instead on thinking, talking, and writing about the reality you want to create. You must flood your unconscious with thoughts and images of this new reality.

“The significant problems we face cannot be solved by the same level of thinking that created them.” -Albert Einstein


From "The Success Principles" by Jack Canfield

BRIAN BILLICK: BE A PROBLEM SOLVER

This is a series of thoughts from "Competitive Leadership: 12 Principles for Success" by Brian Billick. Part IX deals with being a solver:

“The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year.”
-John Foster Dulles

...good leaders anticipate problems.

“The most important thing to do in solving a problem is to begin."
-Frank Tyger

At this, the final step in the problem-solving process, the leader must determine whether the problem has actually been solved.

“Why do we fear adversity when we know it is the only way to truly get better?”

I can honestly say I have never known a writer that truly understands the concept of “team.”

The final theme I focused on during the (winning) streak was maintaining a consistent routine. Of all the things I have confidence in, the structure of our routine heads the list. Everything we do is with the idea of keeping our players fresh and healthy, all the while providing them with the information and guidance they need to do their job.
 
...you should not become so recalcitrant that you don’t leave room for adaptation. However, that too can be a part of our basic routine. The players can be taught that certain aspects of their preparation will be dictated as needed by the success or failure of a particular part of our situational offensive, defensive or special teams.

“The only thing wrong with doing nothing is that you never know when you are finished.”
-Anonymous

...the best way to deal with a problem is to take steps to prevent the problem from occurring in the first place. Not only is it less costly, but it also enables an organization to avoid negative circumstances that might otherwise be a byproduct of the problem.

Preventing a problem, however, usually requires that a leader has superior planning skills.

We devote a considerable amount of time and resources during our summer training camp to address issues that might become a problem during the season. Such issues involve personal, as well as professional circumstances. Along with the structure of handling a losing streak or a prolonged period on the road, we address such personal issues as spousal abuse, drunken driving, and parental responsibilities. Handling these potential problems in a proactive way serves two purposes. First, it provides the players with a resource to draw on should the problems arise. Second, it gives the players a sense that management is well organized and has a plan for every contingency.

“The world is full of thorns and thistles. It’s all in how you grasp them.”
-Arnold Glasow

...leaders should learn to trust their intuition and to consider their gut feelings as one factor in developing and evaluating potential solutions.

Leaders should keep in mind that procrastination only deepens a crisis.

The best organizational structure for dealing with a crisis is one in which responsibility for leading the organization out of the crisis is assigned to one individual.
 
There are three perspectives that must be maintained in handling any crisis: dealing with the crisis itself, dealing with the effects on the organization, and finally, dealing with the ensuing media and its effect on the first two concerns.

“The reward for being a good problem solver is to be heaped with more and more difficult problems to solve.”
-Buckminister Fuller

“In any moment of decision, the best thing you can do is the right thing; the next best thing is the wrong thing; and the worst thing you can do is nothing.”
-Theodore Roosevelt

According to John Maxwell in The 21 indispensable Qualities of a Leader, there are three basic kinds of competent people in the world:

-Those who can see what needs to happen
-Those who can make it happen
-Those who can make it happen when it really counts

THE IMPORTANCE OF PROBLEM SOLVING

Whether at clinics, via email or phone conversations, I often get the question "what are the attributes for being a successful coach?"  There are several in my opinion, most of them are obvious.  But one that is critically important is that you must be a problem solver.  Coaching is about solving problems. 

Not enough resources? Solve it.
Not enough post players or shooters? Solve it.
Lacking in facilities? Solve it.
Team chemistry problems? Solve it.

I'm not sure that there is not at least one minor problem per day in coaching -- but you have to solve it.  Solving problems to me begins with attitude.  Working for Coach Dale Brown I learned that we were not to use the word "problem" but we were to use the word "opportunity."  Coach Brown would tell us not to come in his office with a problem unless we were ready to offer a solution.  When people ask me what made Coach Brown so successful, again there are several reasons.  But one was he was a solution-oriented person when it came to problems.  He would amaze me with his attitude -- almost excited that a problem has arose because he loves the challenge of defeating it.

Here are some thoughts from Brian Tracy regarding problem solving:

Discussions With Other People
Your ability to communicate is the most important skill you can develop to get on to the fast track in your career. Perhaps the most important thing you do in business is to solve problems and make decisions, both by yourself and with other people. A major reason for meetings in the business organization is problem solving and decision making. The key to effective problem solving and decision making discussions, is for you to all go through the process systematically.

Clarify the Problem
Right at the beginning, you ask the question, "What exactly is the problem?" Clarity of definition will resolve 50% of the issues before they go any further

Think About the Future
When discussing a problem, be sure to focus on the future over the past. Ask the question, "Where do we go from here?" "What do we do from here?" "What are our options for the future?" Too many problem-solving discussions end up focusing all of the attention of all the people present on what happened in the past and who is to blame. The effective executive uses this type of communication to focus on where the company and the individuals are going, and what can happen in the future - the only part of the equation over which anyone has any control.

Focus On the Solution
A second element in effective problem solving communications, is for you to talk about the solutions instead of talking about the problems. It is for you to keep the attention of the individuals in the meeting focused on the possible solutions and what can be done rather than what has already happened.

The discussion of solutions is inherently positive, uplifting and has a tendency to release creativity amongst the group. A discussion of problems is inherently negative, de-motivating and tends to inhibit creativity. You can become a positive thinker simply by becoming a solution-oriented person rather than a problem-oriented person. If you get everyone in your organization thinking and talking in terms of solutions, you will be astonished at the quality and quantity of ideas that will emerge.

Putting These Ideas Into Action
First, take some time to be absolutely clear about the problem that is under discussion. Give some thought to what an ideal decision or solution would accomplish. Instead of focusing on the situation as it is, talk about the situation as you would like it to be.

Second, keep the conversation focused on solutions, on what can be done in the future. The more you think and talk about solutions, the more positive and creative everyone will be and the better ideas you will come up with.

T-E-A-C-H TO HELP OTHERS WITH THEIR PROBLEMS

The following comes from "Be A People Person," by John Maxwell:

What can you do to help people with their problems? First of all, encourage them to face their problems. Too often people would rather flee them, fight them, or forget them. Second, encourage them to solve their problems. Use the following acrostic to teach yourself to help other people with difficulties.


Tell them it takes time.

Expose yourself to their problems in order to relate to them.

Assure them of your confidence in them.

Creatively show them how to deal with their problems.

Hope offered to them through the process.

JOHN MAXWELL'S PRINCIPLES FOR HANDLING PROBLEMS

From John Maxwell's book, "The Difference Makers" comes a great set of principles for handling problems:

1. Define what a real problem is.
Philosopher Abraham Kaplan makes a distinction between problems and predicaments. A problem is something you can do something about. If you can’t do something about it, then it’s not a problem. It’s a predicament. That means it’s something that must be coped with, endured.

When people treat a predicament as a problem, they can become frustrated, angry, or depressed.

P redictors—helping to mold our future.

R eminders—showing us that we cannot succeed alone.

O pportunities—pulling us out of ruts and prompting us to think creatively.

B lessings—opening doors we would otherwise not go through.

L essons—providing instruction with each new challenge.

E verywhere—telling us that no one is excluded from difficulties.

M essages—warning us about potential disaster.

S olvable—reminding us that every problem has a solution.

2. Anticipate problems.
Al Davis, owner of the NFL’s Oakland Raiders, says, “A great leader doesn’t treat problems as special. He treats them as normal.”

If you’re working, expect problems. If you’re dealing with family, expect problems. If you’re just minding your own business and trying to relax, expect problems. If everything goes according to plan, then be pleasantly surprised. If it doesn’t and you’ve planned accordingly, then you won’t get so frustrated. A problem not anticipated is a problem. A problem anticipated is an opportunity.

3. Face the problem.
Author and former economic planner John Perkins believes, “There are three kinds of people in our society: those who can’t see or refuse to see the problems; those who see the problems and because they didn’t personally create them are content to blame someone else; and those who see the problems and though they didn’t create them are willing to assume personal responsibility for solving them”

In my decades of experience working with people, I’ve found that when people face adversity, they make one of these four decisions:

Flee it—they try to get away, but problems always follow.

Forget it—they hope the problem will go away, but problems left alone only get worse.

Fight it—they resist, but the problems still persist.

Face it—they look at the problem realistically.

People who face their problems understand that the first step in solving a problem is to begin.

4. Evaluate the problem.
If a serious problem doesn’t cause you to pause and take stock, then you probably haven’t evaluated it properly. And that will create difficulties for you down the road, because if you’ve misjudged the size or scope of a problem and try to deal with it anyway, you will have to stop in the middle of trying to solve it, reevaluate, and start all over again.

Mike Leavitt, United States secretary of health and human services under President George W. Bush, says, “There is a time in the life of every problem when it is big enough to see, yet small enough to solve.”

 The trick is to find the right timing and then to be patient when implementing the solution.

5. Embrace each problem as a potential opportunity.
President John F. Kennedy was once asked how he became a war hero. His response: “It was quite easy. Somebody sunk my boat!”

Problems are wake-up calls for creativity. If we choose to wake up and get up, problems will prompt us to use our abilities, rally our resources, and move us forward. When a person has the difference maker, adversity causes him to draw on and develop greater strength.

6. Think of people who have bigger problems.
How big or difficult our problems appear to be is often a matter of perspective. Most difficulties we face are pretty insignificant in the big scheme of things.

7. List all the potential ways to solve the problem.
Author and speaker Grenville Kleiser stated, “To every problem there is already a solution whether you know what it is or not.”

I would take that another step further. I believe every problem has many solutions, and no problem can stand the assault of sustained thinking.

To solve problems, we need to fire up our creativity, apply sustained thinking, and pull together our resources. Included in those resources are people. The problems that surround us are not as crucial as the people around us. As you think about solutions, consider the people of your acquaintance who might be able to help you.

8. Determine the best three ways to solve the problem.
Good thinkers always have more than one way to solve a problem. I believe people make mistakes when they think there is only one solution to any problem. If you identify the three best solutions to any problem, you give yourself options—and a backup plan in case the first solution fails.

9. Refocus on the mission.
Ralph Waldo Emerson observed, “Concentration is the secret of strength in politics, in war, in trade, in short, in all management of human affairs.”

Where should you focus that concentration? On the mission. And when you make a mistake, don’t chase after it. Don’t try to defend it. Don’t throw good money after it. Just refocus your attention on the mission and then move on. You must always keep your eyes on what it is you desire to do. I have yet to meet a person focused on yesterday who had a better tomorrow.

YOU CAN TRAIN YOURSELF TO BE PERSISTENT

This was written by Napoleon Hill and passed on to me from Coach Creighton Burns:

Persistence is a state of mind, therefore it can be cultivated. Like all states of mind, persistence is based upon definite causes, among them these:

1. Definiteness of purpose. Knowing what one wants is the first and, perhaps, the most important step toward the development of persistence. A strong motive forces one to surmount many difficulties.

2. Desire. It is comparatively easy to acquire and to maintain persistence in pursuing the object of intense desire.

3. Self-reliance. Belief in one’s ability to carry out a plan encourages one to follow the plan through with persistence.

4. Definiteness of plans. Organized plans, even though they may be weak and entirely impractical, encourage persistence.

5. Accurate knowledge. Knowing that one’s plans are sound, based upon experience or observation, encourages persistence; “guessing” instead of “knowing” destroys persistence.

6. Cooperation. Sympathy, understanding, and harmonious cooperation with others tend to develop persistence.

7. Will-power. The habit of concentrating one’s thoughts upon the building of plans for the attainment of a definite purpose leads to persistence.

8. Habit. Persistence is the direct result of habit. The mind absorbs and becomes a part of the daily experiences upon which it feeds. Fear, the worst of all enemies, can be effectively cured by forced repetition of acts of courage. Everyone who has seen active service in war knows this.

BRIAN TRACY'S "CANEI" FORMULA

To succeed...you need the self-discipline to be proactive rather than reactive. You need to focus on solutions rather than problems. You need to concentrate on the most important thing you could possibly be doing every hour of every day rather than getting sidetracked by low-value or no-value tasks and activities. Above all, you need the self-discipline to settle in for the long term, to develop a long-term perspective.

You need to practice the CANEI Formula, which stands for, "Continuous and Never Ending Improvement."

From "No Excuses: The Power of Self-Discipline" by Brian Tracy

BRIAN TRACY'S 8 STEPS TO PROBLEM SOLVING

There is a simple eight step method for systematic problem solving. By solving problems in an orderly way, you can dramatically increase the power of your thinking.

Proceed With A Positive Attitude
First, approach the problem with the expectant attitude that there is a logical practical solution just waiting to be found. Be relaxed, calm, confident and clear in your mind.

Second, change your language from negative to positive. Instead of the word "problem," use the word "situation." Problem is a negative word while situation is a neutral word. "We have an interesting situation", is better than, "We have a problem."

Define the Situation Clearly
The third step in systematic problem-solving is to define the situation clearly, in writing. "Exactly what is the situation?" Then ask, "What else is the situation?" Sometimes stating the problem in different words makes it much easier to solve.

Once, when I was working with the Chamber of Commerce, I came to the attention of a senior executive who hired me away from the company I was working for a year later at triple the salary. Meeting people is very important. Network at every opportunity.

Fully 50% of situations can be resolved by accurate definition.

Identify Causes and Solutions
Step number four is to, ask "What are all the possible causes of this situation?" Failure to identify the causes or reasons for the situation often causes you to have to solve it again and again. Fully 25% or more of situations can be effectively dealt with by discovering the correct causes.

Step number five is to ask, "What are all the possible solutions?" Write out as many solutions or answers to the situation as possible before moving on. The quantity of possible solutions usually determines the quality of the solution chosen.

Clear Decisions Are Key
Step number six is to "Make a clear decision." Usually any decision is better than none.

Step number seven is to "Assign clear responsibility for carrying out the decision and then set a deadline for completion and review." Remember, a decision without a deadline is just a fruitless discussion.

Finally, step number eight is to follow-up, monitor the decision, compare actual results with expected results and then generate new solutions and new courses of action.

Check out: www.BrianTracy.com

HANDLING TEAM CONFLICTS

Nice article on dealing with conflicts within your team written by Amy Gallo of the Harvard Business Review:

The conflicts that often arise in teams can make you want to throw up your arms in despair, retreat to your office, and live out your career in team-less bliss. But collaboration is here to stay, and while it isn't easy, putting more minds on the job usually yields better results. If your team has dissolved into arguments or two members just can't seem to get along, how can you get things back on track? How you do you turn a team marred by dysfunction into one that excels together?

What the Experts Say
Conflict is part of working on a team and, while it's often uncomfortable, it can also be healthy. "There will, even should be, conflict in a group with a task that has even a minimum of complexity," says Jeanne Brett, the DeWitt W. Buchanan, Jr. Distinguished Professor of Dispute Resolution and Organizations at Kellogg Graduate School of Management, the Director of the Kellogg School's Dispute Resolution Research Center, and co-author of Getting Disputes Resolved. Understanding why teams fight, how and when to get involved, and how to prevent fights in the future is a critical skill for all team leaders.

Stop Disputes Before They Happen
Unfortunately, most team leaders assume they'll deal with disagreements as they come up. But Brett advises doing more prep work than that — to have "solid conflict management procedures in place to deal with [conflicts] when they arise, because they will arise." These rules will also help you work through issues more quickly. "Solving disputes after they happen is a hell of a lot more work," adds Richard Boyatzis, Professor of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University and co-author of Primal Leadership: Learning to Lead with Emotional Intelligence.

Another important proactive measure is ensuring that your team shares the same purpose, values, and identity. Boyatzis says teams should "devote a certain amount of time to talking about the team itself." In these discussions, instead of focusing on easier, more concrete issues like goals and measurement, get the group to agree on its purpose first. Do this when the team forms, and throughout its existence. Boyatzis is part of a consortium that has met twice a year for the past decade. The group starts every meeting by reading aloud the team norms they agreed to ten years ago. He concedes that this might seem odd to an outsider but thinks this is what keeps the team grounded and focused.

How and When to Intervene
Some of the most common disputes include conflicts over tasks, working norms, or process. Regardless of why your team is fighting, following a few simple guidelines can help you resolve disputes quickly.

•Intervene early. When two or more team members are engaged in a conflict, the sooner you step in the better. Once the dispute starts, emotions can run high, making it harder to diffuse the situation. Letting conflicts fester can result in hurt feelings and lasting resentment. Boyatzis points out that a simple disagreement can turn into a serious conflict in milliseconds, so it's critical for team managers to be aware of the team dynamics and sense when a disagreement is percolating.

•Focus on team norms. The best approach to resolving disputes once they've erupted is to refer back to something the team can, or has already, agreed on. These may be explicit or implicit team norms. If you haven't previously discussed norms as a team, now is a good time to hold the conversation. Be careful not to frame the discussion around the dispute but to focus it on setting rules of engagement for going forward.

•Identify a shared agreement. Your job as the team leader is to help the fighting team members reach an accord. "The key is to respect each party and the reason behind their point of view," says Brett. The only way to do this, according to Boyatzis, is to talk it through. He says that most team leaders "cut short dialogue or don't do it in an inclusive way." Once the cards are on the table, you need to "facilitate an outcome that takes into account both parties point of views," explains Brett. Compromise often has a bad connotation in the business world, but the resolution doesn't need to be a lowest common denominator answer. Rather, it should integrate both parties' interests. Whenever possible, connect the resolution back to shared purposes, values, or identity that can help both parties see eye to eye.

Moving On After a Disagreement
Boyatzis says the best way to heal war wounds is to start working again. Get a relatively easy task in front of the group to help them rebuild their confidence as a team. As the leader, you can model moving on and focusing on work. If people have been ostracized because of the dispute, make efforts to bring them back into the fold by assigning them an important task or soliciting their opinions. If feelings have been hurt, you may want to let the parties have a break and not directly work together for a short time. Going forward, it will be useful to establish a practice of regularly checking on how you all are working together. This will help you identify problems before they turn into full-fledged disputes.

Principles to Remember

Do:
•Set up conflict management procedures before a conflict arises
•Intervene early when a fight erupts between team members
•Get the team working together again as soon as possible

Don't:
•Assume your team agrees on its shared purpose, values, or vision
•Let conflicts fester or go unattended
•Move on without first talking about the conflict as a team

Read the entire article: http://bit.ly/a9d7Gc

DEALING WITH PEOPLE AND PROBLEMS

Courtesy Coach Eric Musselman comes some thoughts from Mike Dunlap who has a set system to deal with people and their problems:

1. Empathy – validate their trouble
2. Ask the Power Question:

.....a. What are you/we going to do about this?
.....b. 30% more information is remembered when you touch their forearm during
conversation.
3. Choices – have them come up with ways to fix this…. choices…. good or bad.
4. Consequences – What are their choices going to do to the situation?
5. Statement of Confidence – what Avenue they are going to take to change things!

BRIAN TRACY ON MANAGING THE CRISIS

There is one constant in the coaching profession -- solving problems. Doesn't matter what level you coach on...doesn't matter if you have a veteran team or a young team...doesn't matter if you have administrative support or not...are success is going to come about because as coaches we can handle problems/crisis. Working for Coach Dale Brown was a wonderful experience for me in this regard. The man literally got excited during crisis -- he would say "The greatest of problems is the greatest of opportunities." Here is a really good look at how to handle crisis from Brian Tracy.

In a fast-changing, turbulent, highly competitive business environment, you will have a crisis of some kind every two or three months. You also could have a financial crisis, a family crisis, a personal crisis, or a health crisis with the same frequency.

Take Charge Immediately

When the crisis occurs, there are four things you should do immediately.

1. Stop the bleeding.

Practice damage control. Put every possible limitation on losses. Preserve cash at all costs.

2. Gather information.

Get the facts. Speak to the key people and find out exactly what you are dealing with.

3. Solve the problem.

Discipline yourself to think only in terms of solutions, about what you can do immediately to minimize the damages and fix the problem.

4. Become action-oriented.

Think in terms of your next step. Often any decision is better than no decision.

Practice Thinking Ahead
One of the key strategies for business and personal success is "crisis anticipation." This strategy is practiced by top people in every field-executives, managers, entrepreneurs, and leaders, especially military leaders. You practice crisis anticipation by looking into the future three, six, nine, and twelve months ahead and asking, "What could happen to disrupt my business or personal life?"

Develop a Contingency Plan
You need to have a contingency plan for possible emergencies and crises. What steps would you take if something went seriously wrong? What would you do first? What would you do second? How would you react? Develop a scenario—a storyline and a plan—describing how you would handle a negative situation, if it occurred.

Prevent the Recurring Crisis
A crisis, by definition, is a once-only, unexpected negative event. If there is a recurring crisis in your company or your life, one that repeats itself regularly, especially cash crises, then you are dealing with a deeper problem, usually incompetent or poor organization. To ensure that the crisis does not repeat itself, after you have resolved that crisis for the first time, do a thorough debriefing on the problem. What exactly happened? How did it happen? What did we learn? What could we do to make sure it doesn't happen again?

Action Exercise
1. Identify the three worst things that could happen in your business in the next year. What could you do today to minimize the damage from these crises?
2. Identify the three worst things that could happen in your personal and family life, and then take steps to make sure they don't happen.

MAXWELL: YOUR PROBLEM IS NOT YOUR PROBLEM

I have concluded that your problem really is not your problem. Surface problems do not make or break us.

We respond to problems based on two things. We respond to problems based on what we see and what we seek. What we see is determined by our perspective in life and our level of discernment. If I can see the problem but lack the desire to solve it, I'll begin to observe problems as they are, but I'll never solve them.

We see our problems based on three things: pas experiences, present environment and personal evaluations.

Here is a key idea you need to remember: The problem surrounding us are not as crucial as the people surrounding us. We are not overcome by our problems, but if the people around us don't know how to handle problems, then we may be overcome.

From "Be All You Can Be"

By John Maxwell