The short answer is, yes, you can.
The evidence is all around us: Think Amazon, Facebook, Apple, Microsoft, and so many others which started out as simple concepts that blew up to become one of the most innovative ideas of the century.
These businesses know what it takes to double their revenue. They’ve done it before and they will certainly continue to do so until someone else with a better idea comes around.
Now, on to the real question: Can you do the same?
Of course, some might be rolling their eyes right now, thinking, “Sure, if I were in a different country,” or “If my business were in a different industry,” or “If my team weren’t so incompetent at their job,” or “If my c-suites would just listen to me for once.”
I’m going to stop you right there, and tell you these are all just excuses. There will always be reasons not to do something. So I will tell you once more that yes, you can still double your revenue. Triple it even.
You just have to try. You can try. It all boils down to whether or not you want to try, not whether or not you can.
At this point, you might be answering, “yes, I want to try,” or “no, I don’t want to. Because I really can’t. And here’s a full list of reasons why this will never work.”
If you’re the former, then you’re on the right path to company success. But if you’re the latter, let me tell you this: It’s so easy to blame everyone and everything for our lack of achievement. Instead of thinking “how can I improve company processes right now?” you’re thinking, “Alright, let’s see what’s next on the list of issues the company’s facing that I can call someone out on.”
When all you do is talk about the reasons why you can’t do something, you’re creating a self-fulfilling prophecy—Nothing ever comes to people who adamantly say, “I can’t.”
“But it’s not my fault my team can’t do their job right,” you say, “It’s out of my control.” It is out of my control.” Do you want to know why we say this all-too often? Because when we start realizing that maybe we could be part of the problem, it means that we have to hold ourselves accountable for our part in the whole issue. And when we start thinking in that direction, we feel bad.
I don’t blame you: Who would want to be part of a problem, anyway? Our ego and pride get in the way sometimes and blinds us from doing what’s right, and that’s holding ourselves accountable and responsible for our part in the company’s lack of progress.
This why we’d rather lie to ourselves and feel good at the moment than face the truth and feel bad for our shortcomings.
Let me tell you a story: One time, I was visiting a potential client when the very mentality this article is talking about happened. As soon as we sat down, the CEO started going over every single reason why he isn’t able to meet his goals or “win the lottery.” He went on and on, complaint after complaint, for an entire half-hour. I was looking for the opportunity to interrupt him and tell him that maybe he shouldn’t dwell on the problems and start focusing on possible solutions instead.
He kept telling me about the strict government regulations, the tough competition in the industry, the supplier who swindled him. And one by one, he picked at everyone and everything he could think of. There’s were so many people on his blame-list it didn’t seem like he was going to stop anytime soon. And you want to know something? Not once did he mention a word about what he can do better, or what he can do to improve the situation in his company.
The conversation was nothing short of depressing.
I’m here to propose a different way of looking at the status quo, regardless of how good or bad it may seem right now. First thing you need to do is find the strength within yourself to hold yourself accountable. That doesn’t mean you should beat yourself up and blame yourself for every little thing. And that also doesn’t mean you complain about every single problem every single day.
You can start by gently admitting to yourself by saying this simple statement, “We can do better.” And I will be the first to tell you that it’s okay.
It’s okay if things aren’t going the way we want them to. It’s okay if we’re part of the reason why things aren’t going well. This isn’t a negative reflection of us. Knowing where the problem is is a chance and an opportunity for us to do better, and there are opportunities for you out there waiting to be grabbed everyday.
When we stop blaming everyone for everything wrong that happens, start taking responsibility for our part in the mess, and become more solution-oriented, we start seeing these opportunities.
So now that you’ve cleared your mind and acknowledged the problems going on in your business, how can you start moving towards doubling your revenue? There are practical frameworks out there that can help you “disrupt” your organization and help you to quickly get to your goals. I believe these frameworks should be revisited on a daily basis in order for them to work. Some of these frameworks are actually designed in a manner that makes them practical and easy to implement for business owners who want to move quick.
Here’s an example from some of the most successful entrepreneurs in the world: Peter Diamandis, the founder of XPRIZE. He starts his day by asking himself these three questions: What am I doing? Why am I doing it? Is there a simpler way to do it? Three simple questions that make up the disruptive framework of a successful entrepreneur.
Here’s another nice one from Dan Sullivan. He suggests that people need to determine if they are “simplifiers” or “multipliers”, and then collaborate, partner, and hire others who are their complete opposites. For example, I’m a simplifier. And if I look back at successful initiatives I have done before, there was always a multiplier helping me bring the ideas to fruition.
Many of the successful innovators of our time are generous enough to share their ideas and methodologies for disruption.
- Chan Kim and Renée Mauborgne offer valuable input in their book Blue Ocean Shift as to what they think is the most successful framework that made Steve Jobs, Jeff Bezos, Mark Zuckerberg, and other business owners the tycoons they are. So many other books out there like Tim Ferris’s The Four Hour Week, Salim Ismail’s Exponential Organization, and Reid Hoffman and Chris Meh’s Blitzscaling.
Whatever framework you decide to implement, it’s very important you make it part of the business culture at your organization. Make it an everyday routine and get everyone in the company involved with your chosen framework.
And for the cynics out there, let me ask you this: What has cynicism done for you in the end, other than keeping you in your comfort zone, giving you a false feeling of gratification, and having you believe that everyone else in your company is wrong but you?
The world is always waiting, always searching for the next big thing. What will you come up with next?