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All Business is Personal

All Business is Personal

There are no objective, impersonal “laws” of business. Even all those numbers and ratios won’t change that. At bottom, business and organizations are deeply personal and horribly messy. Until we accept that, we won’t get far in improving how they work.

It’s fashionable to see business as an impersonal activity: as a world governed by objective numbers, financial ratios, and so-called “business fundamentals.”

It’s not like that. Not at all.

At the heart of all business transactions are two intensely personal relationships . The simplest can be summed up in four words: You sell, I buy. That is business. Without buying and selling, there can be no profit, no investment, no reason to produce anything beyond what each individual needs to survive. Do we always buy rationally, based on impersonal factors like price, value, or features? No. We buy from those we enjoy dealing with, even if they are not the cheapest, or even the best in absolute terms. Emotions are as much part of making decisions as thoughts or facts.

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As soon as you move beyond individuals making and selling their own goods, on their own, you encounter the second personal relationship. This takes seven words: I work for you, you pay me. Whether it’s in a two- or three-person business in a back room, or some global behemoth employing tens of thousands, this is the essence of any employment contract. Do people always employ those best fitted for the job, in purely rational terms? They do not. They typically employ people they feel most comfortable being with; the ones they think they will probably enjoy having around.

I bring this up because it helps us realize that there are no impersonal laws of business. There is nothing like the “law” of gravity, or most of the “laws” of physics: nothing that works every time and everywhere, regardless of how anyone feels. Business is a series of interactions and relationships between human beings. As they change, so do the interactions. And, like everything else that humans do, beyond purely instinctive, physical actions like breathing, these relationships are, at their heart, matters of choice.

How we arrange to buy, to sell, to work, and to be paid for working, are activities that are as they are because that is how we have chosen to make them happen. We only treat the current patterns as inevitable—as inviolable “laws” of business—because we are so used to them. Yet the modern corporation is barely 100 years old. Recorded human history covers maybe 4000 years or so. So our way of doing business, which we treat as the only possible way to arrange for commerce to take place, was unknown for at least 97.5% of that time.

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Should that suggest that we have found the ultimate answer to commercial human interactions? That modern, Western capitalism is the ultimate pinnacle of mercantile achievement? That seems unduly arrogant, even for today’s capitalists. Is it the best answer we have found so far? Probably, yes. Is it the best we can ever find? I don’t think so. Should we stop trying to find others ways? Definitely not.

I’ve been thinking a great deal this week about relationships in the workplace, especially those between bosses and subordinates. The realities of organizational power and position mean the top jobs are not always held by either the most able or the best leaders. Besides, bad leadership, bad attitudes, and poor management practices are highly contagious. Just being around mean-spirited, aggressive, dishonest, and narrow-minded people, means that some of it will rub off on you. If that wasn’t bad enough, we have unprecedented access to virtually instantaneous communication . . . and mostly use it to waste time, check up on one another, circulate stupid jokes, and feed our personal paranoia.

Do those observations suggest a rational, impersonal, and nearly perfect understanding of set laws of business? Or do they rather indicate a messy, often poorly organized, and imperfectly understood series on person-to-person interactions, characterized mostly by personal emotions and individual neediness?

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Our present way of running our organizations are woefully inadequate to what is needed. If burnout and stress are common place—as they —it is because we have chosen to allow them to be so. Like primitive farmers, we utilize slash-and-burn techniques and have not yet reached the point where we can consistently “farm” our finite resources to increase the availability of talent and creativity for the future. We just consume what we have today in grabbing for short-term profits.

It’s easy to give up hope. The task of changing ingrained attitudes to work and business seems beyond anyone’s ability. But it is not beyond the power of many people, working together. Every small step to reject the culture of mindless, short-term, “grab -n-go” management is a step towards finding a better approach. Like drops of water coming together to carve through solid rock, people can change what people have created. Sooner or later, what today we see as inevitable will become as silly and outmoded in our eyes as the penny farthing bicycle or women wearing huge feathered hats and whalebone corsets. How long we continue to fight the forces of change is up to us. The longer we do, the harder the change will be when it finally comes.

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Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His new book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.

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    Last Updated on November 28, 2018

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

    Why do I have bad luck? Is bad luck real?

    A couple of months ago, I met up with an old friend of mine who I hadn’t seen since last year. Over lunch, we talked about all kinds of things, including our careers, relationships and hobbies.

    My friend told me his job had become dull and uninteresting to him, and despite applying for promotion – he’d been turned down. His personal life wasn’t great either, as he told me that he’d recently separated from his long-term girlfriend.

    When I asked him why things had seemingly gone wrong at home and work, he paused for a moment, and then replied:

    “I’m having a run of bad luck.”

    I was surprised by his response as I’d never thought of him as someone who thought that luck controlled his life. He always appeared to be someone who knew what he wanted – and went after it with gusto.

    He told me he did believe in bad luck because of everything happened to me.

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    It was at this point, that I shared my opinion on luck and destiny:

    While chance events certainly occur, they are purely random in nature. In other words, good luck and bad luck don’t exist in the way that people believe. And more importantly, even if random negative events do come along, our perspective and reaction can turn them into positive things.

    Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky and change your luck.

    1. Stop believing that what happens in life is out of your control.

    Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside yourself.

    Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

    Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

    Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

    This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

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    They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

    Are they luckier than the others? Of course not.

    Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

    What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can. They have this Motivation Engine, which most people lack, to keep them going.

    No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

    When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

    Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

    2. Remember that whatever you pay attention to grows in your mind.

    If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

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    In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will drown yourself in negative energy and almost certainly stop trying, convinced that nothing you can do will improve your prospects.

    Not long ago, a reader (I’ll call her Kelly) has shared with me about how frustrated she felt and how unlucky she was. Kelly’s an aspiring entrepreneur. She had been trying to find investors to invest in her project. It hadn’t been going well as she was always rejected by the potential investors. And at her most stressful time, her boyfriend broke up with her. And the day after her breakup, she missed an important opportunity to meet an interested investor. She was about to give up because she felt that she’d not be lucky enough to build her business successfully.

    It definitely wasn’t an easy time for her. She was stressful and tired. But it wasn’t bad luck that was playing the role.

    Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

    They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

    Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

    I explained to Kelly that to improve her fortune and have “good luck”, first decide that what happens is nearly always down to her; then try to focus on what works and what turns out well, not the bad stuff.

    Then Kelly tried to review her current situation objectively. She realized that she only needed a short break for herself — from work and her just broken-up relationship. She really needed some time to clear up her mind before moving on with her work and life. When she got her emotions settled down from her heartbreak, she started to work on improving her business’ selling points and looked for new investors that are more suitable.

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    A few months later, she told me that she finally found two investors who were really interested in her project and would like to work with her to grow the business. I was really glad that she could take back control of her destiny and achieved what she wanted.

    Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

    What’s Next?

    Now that you’ve learned the 2 simple things you can do to take control of your fate and create your own luck. But this isn’t it! These simple techniques you’ve learned here are just part of the essential 7 Cornerstone Skills — a skillset that will give you the power to create permanent solutions to big problems in life — any problem in any area of your life!

    If you think you’re “suffering from bad luck”, you can really change things up and start life over with these 7 Cornerstone Skills. It may even be a lot easier than you thought:

    How to Start Over and Reboot Your Life When It Seems Too Late

    Thomas Jefferson is said to have used these words:

    “I’m a great believer in luck and I find the harder I work, the more I have of it.”

    Your luck, in the end, is pretty much what you choose it to be.

    More Ideas About Creating Your Own Luck

    Books About Taking Control of Your Life

    Featured photo credit: LoboStudio Hamburg via unsplash.com

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