Business leaders often default to blaming the most visible department, like marketing, for poor results. This cognitive trap, called “blind blaming,” is fueled by availability bias and prevents them from seeing the true root cause, which may be an operational failure like not answering the phone or a flawed sales process.
To break the cycle of solving the wrong problems, use the RCD method. First, *Reflect* on unseen possibilities. Then, *Connect* with an outside source like a coach or mastermind for an unbiased perspective that your team can't provide. Finally, *Decide* and take action—what the author calls 'MFD' (Make an F-ing Decision)—to create momentum.
Constant 'go' mode leads to poor decisions. The most aggressive approach to growth is counterintuitively to slow down by scheduling dedicated, screen-free time for strategic thinking. Blocking this time on the calendar and having an assistant protect it ensures leaders focus on high-leverage activities instead of just 'getting stuff done.'
When a client says something like, "I'll never be as big as you," their mindset becomes the primary business bottleneck, not their marketing tactics. A coach or consultant's first job is to address this internal story. The most impactful strategy is to build the business owner first, which in turn builds the business.
Agencies escape the vendor trap by becoming a 'business growth partner.' This involves adding diagnostic assessments and coaching to solve root problems—like poor sales processes or front-desk failures—instead of just delivering leads. This pivot changes the client relationship from a commodity service to a trusted advisory role, justifying higher prices.
When diagnosing sales problems, don't assume the founder is the best performer. Secret shopper calls often reveal that owners are the worst at handling initial inquiries, sometimes due to a lack of a formal script or emotional investment. The problem may not be the team, but the owner's own unstructured process.