Taking Action | Distinguishing between 'Weakness' and 'Don't Want to Do'. Decision-making criteria to accelerate results

This is Narushima.@freeowner171

I received this question.

When you are in business, you will
inevitably hit a wall.

That is,

'Is this a weakness I should overcome,
or is it truly not suited for me?'

This is the problem.

If you proceed while leaving this ambiguous,
your actions will slow down.

Sales will also stall.
Decisions will be delayed.

As a result, you will end up
going in circles in the same place.

Conversely, people who can properly
distinguish this are strong.

This is because they can focus on what they should do,
and what they should let go of becomes clear.

Today,
as a way of thinking to move your business forward,
I will organize the difference between
'weakness' and 'don't want to do'.

Don't dismiss all resistance as 'not being suited for it'

First, as a premise,
it is normal to feel resistance
before doing something new.

Sales, posting content, proposing high-ticket items,
hosting seminars, filming videos,
directing outsourcing...

For things like these,
there are fewer people who can do them comfortably from the start.

In other words,

At the point you feel 'I don't like this,'
you still don't know if it's a weakness
or if it truly doesn't suit you.

It is important not to judge this carelessly.

People who don't grow in business
often conclude that they are 'not suited for it'
just because they feel a little discomfort.

However, in reality,
it is often just a case of not being used to it,
as well.

Things you are not good at are hurdles you must pass at least once to increase sales.

Business,
cannot run on just what you want to do.

To generate sales,

• attracting customers

• building trust

• making proposals

• sales

• improvement

This flow is necessary.

Within that,
naturally, things you are not good at will also be included.

For example,

I'm not good at posting, but if I don't do it, I won't be recognized.
I'm not good at making proposals, but if I don't communicate, I won't make sales.

I'm not good at looking at numbers, but if I don't look at them, I can't improve.

These kinds of things,
even if they don't feel good,
are worth facing at least once
to grow your business.

Therefore,
not good at = don't have to do
is not the case.

The decision criterion is 'whether you still hate it after doing it three times'

Here, one decision criterion is,

whether you still hate it after doing it three times.

It is normal to dislike something the first time.
It might still be tough the second time.

But if you do it about three times,
you will get a little used to it.

At that point,

then that is a 'weakness you should work on.'
In this case,

you can improve by creating a system, building a template, or practicing.

On the other hand,

• if you still feel a strong sense of rejection every time even after doing it three times,

• if you feel no joy at all even when you get results,

• if just thinking about it makes you feel heavy,

• or if you still don't want to do it even after getting used to it,

these things are highly likely to be
'things you don't want to do.'

High-ticket closing is a symbolic example.

For example, consider closing high-ticket products.

In this world,

some people don't do their own closing and leave it to sales agencies.
Conversely, some people stand at the forefront

and make strong proposals themselves.

It is not about which one is correct.

What is important here is,

which sales method can you continue for a long time?

That is what it means.

Hard selling every time.
Pressuring people to close deals.
Pushing through with high-intensity energy.

Some people get results this way.

But,
if you feel drained every time you do it,
and you start to hate the business itself,

then that method is likely
not a good fit for you.

In that case,

• strengthen your sales letters

• build trust through your sales funnel

• automate the closing process

• delegate sales to someone else

These are methods
you can consider to change your approach.

In other words,
there is more than one way to generate revenue.

It is important to understand this.

Distinguishing between 'things to overcome' and 'things to discard'

People who move forward in business
do not just charge into everything
with sheer willpower.

It is actually the opposite,

they are good at separating the weaknesses they should overcome from the things they dislike and should discard.

That is why they do not get unnecessarily drained.

For example,

• even if it is a weakness at first, practice the things that directly lead to sales
  

• Let go of things that you dislike even after getting used to them, and that can be
  substituted by other means

• Separate the work you should do yourself from the
  work you should delegate

Once you can organize this,
it becomes much easier to move forward.

Conversely, if this is ambiguous,

you tend to fall into the extremes of
doing everything or avoiding everything.

If that happens,
the business becomes heavy.

Thinking in terms of 'whether you can retain profit'

When looking at it from a business perspective,
the criteria for judgment are even clearer.

That is,

whether that action can
generate long-term profit.

Even if you can work hard temporarily,
methods that exhaust you every time will not last.

If it doesn't last,
ultimately, profits will not be stable either.

Therefore,

Try thinking from this perspective.

Business is
not a war of attrition based on willpower.

Can you generate profit in a reproducible way?
This is the standard.

Finally

If you confuse being "not good at something" with "not wanting to do it,"
your judgment will become clouded.

You might end up avoiding obstacles that you actually need to overcome,
or you might end up clinging to things

that you actually need to let go of.

That is why,

• first, try doing it three times

• see if you still dislike it after getting used to it

• judge based on sales and profit

• handle things that don't fit by systemizing or outsourcing them

I recommend thinking through this process.

People who accelerate their business
are not people who can do everything.

They are people who identify what they don't need to do
in order to focus on what they should be doing.

Once you understand this,
taking action becomes much easier.

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