Hello and welcome to Business 300. My name is Philip Kulenshov and this is 300

seconds about business. We're all a busy people so I have five minutes or less to get my point across.

You're busy, I'm busy, and nobody got much time.

One of the assumptions driving these five-minute episodes is that my audience, just like myself, are a busy people.

Running a business fills up your days and then some.

Triaging is made on the fly as new problems push out previous priorities.

The problems are difficult to divide into neat categories, and so the triaging is always done in the contextual limitations. But if we were to take a very broad division, we can say that the

problems that arise are rooted either in a person or in a process. Every fire that comes up or circumstance that goes wrong

can be sourced back to a person or a process issue. Depending on the business owner's wiring

past experience, he'll address these sources differently. One business owner will always assume that

another person is the source of his problems. Upon being confronted with an issue, this business

owner's mind will

immediately search for the responsible party. Why did this go wrong? Because the employee didn't

do his job correctly. Because the customer is being unreasonable. Because the vendors laid on

deliveries. There's always a party outside ready to be scapegoated. Some managers will make sure

the other person hears about it right away. Their blame is vocal.

But others will grumble to themselves, maybe because they know that blaming others isn't a good look,

while still building resentment internally, as they deal with the symptoms.

The owner-manager who quietly builds resentment is not in a better situation than the one voicing his disappointment.

Actually, he's probably worse off.

Not only is the issue left unaddressed, this manager grows in his passive aggression,

not trusting the person and not being trustworthy himself. If you are going to find the problem

...