The Bit Market

The story is a new CEO comes to a company that makes drill bits. A veteran analyst at the company comes in to brief him about the state of the company and the market. Charts, files and figures about production, research, and sales are presented. The catalog of various drill bits for any application is proudly shown. The analyst concludes that the state of the company is good, the products are great, and they currently have a majority of the drill bit market. This means they are selling more drill bits than anyone else.

The CEO thanks the analyst, but says, “There is one major flaw about your understanding of our situation…”

The analyst looks back at his charts and files, and thinks “who is this new guy that thinks he knows more about drill bits than me?”

The CEO continues, “… there is no such thing as a drill bit market. There is a market for holes and as soon as there is a better way to make holes, no one will be buying drill bits.”

This life and leadership strategy forces us to ask if we are paying more attention to what we are doing than why we are doing it.
What is the drill bit market that we have placed all our confidence in?

In the organizations and teams we work with, do the methods we use really provide the most efficient and effective outcomes? At times, we get more comfortable with how it is than how it could/should be. Our aversion to change blinds us to the reality of what we are really trying to accomplish.

In our families we do that same thing. Everyone else is making drill bits, working as much overtime as they can, have their kids involved in too many activities, and spend any free time they may have on self-serving hobbies, so we should be too. We believe that is the market we are living in.

That isn’t the truth.
More income doesn’t make us live better lives if we spend it wrong.
Giving our kids more responsibilities and opportunities doesn’t make them better adults if they don’t have the time to be kids first.
Our hobbies won’t bring us joy if they aren’t making our families and communities better.

We buy into the drill bit market when the reality is we don’t want drill bits, we want holes. There are better ways to make holes in our lives.

Picture using an old hand drill, and then getting the first ever electric drill.

The right way to lead your team or lead your life isn’t doing it the way it’s always been done. Don’t keep buying into the lie of the drill bit market. If your team is underperforming, figure out what you are trying to accomplish. If your money is an issue, write a budget. If you want your kids to be better adults, show them what one looks like.

Rosa Parks Principle

December 1, 1955. Rosa Parks got on the Montgomery City bus around 6pm after a full day of work. She sat down on the first row of seats in the “colored” section. After three more stops all the “white-only” seats were full. So, the driver moved the “colored section” sign back one row, behind Mrs. Parks. He told the passengers in this row to move back because they were in the white section now. The other three moved. Rosa Parks did not.

The driver asked if she was going to move. She said, “No, I’m not.”
He said, “If you don’t, I’m going to call the police to come arrest you.”
She said, “You may do that.”
She was arrested that day and became a champion of civil rights.

What did Rosa Parks do that made her a hero? She sat down and nothing else. She said, “no.”

The Rosa Parks Principle, for life and leadership, is sometimes the best thing to do is nothing and the right thing to say is no.

Listen, I’m not saying don’t do anything. Mrs. Parks worked that day. I am saying sometimes when our work is done, it’s right to do nothing more. When other people try to move the line and make you feel more is required it’s okay to say, “No.”

The right way to live is to make sure our work is done with excellence, our families receive all the care they need to thrive emotionally/spiritually/physically, and we do as much good as we can for our communities. All three are equally necessary for a proper life. If we feel this is impossible, it is because other people moved the line of what is expected of us, and we allowed it instead of saying, “no.”

At work, we let the line move towards shortcuts that allow us to avoid excellence because we accept the lies of mediocrity and status quo instead of the truth of our real potential. Others let the line move towards overload because we believe the lie that our identity comes from more compensation, praise, and a better position, so we strive for something else and miss excellence.

At home, we allow other people to set the line and let our schools, clubs, sports teams, hobbies, etc. distract us from our privilege and responsibility make sure our partner/children/grandchildren really are thriving.

In our communities, we let other people move the line towards values we don’t hold and decisions we don’t agree with because we are too busy or disinterested to be involved and make sure everyone else has the best opportunity to live in peace and fulfillment.

It happens because we don’t say “No.”
We don’t say, “No” because we don’t want the consequences.
Rosa Parks got arrested. Doing the right thing has to be worth the consequences or you will let other people move the line and you will never learn to say, “no” for the sake of your work, family or community.

Barn Principle

I heard an old story about a farmer and his wife. They had a few good years of harvest and could save away some money.

The farmer had planned on using the savings to build a new barn. The older one wasn’t big enough to store everything he needed, keep the animals warm, and give him enough space to work on the tractor. He spent more and more time mending holes in the old roof every year.

His wife had planned on using the savings to build a new house. The older one wasn’t big enough for their growing family. The kitchen didn’t have enough counter space, the dining room was too small, and the one bathroom was never adequate. She spent more and more time reminding her husband about all the things that need fixing every year.

The two of them sat down to decide. They shot reasons back and forth in favor of the barn or the house. None of them were bad reasons. Both the barn and the house were lacking but there was only enough money to take care of one. What were they to do?

The farmer finally said, “Dear, you are right. This house needs to be rebuilt and I want to give you everything you want. So we will build a new barn with the savings because the barn builds the house.”

The barn builds the house.

A better barn means a better farm. A better farm means they can make more profit. More profit means more savings to build a better house. The barn builds the house.

We face the barn or the house question every day. Do I want to cash in my time to build the house and have a more comfortable life right now? Or do I want to cash in my time to build the barn and live more productively and effectively and have a better life in the long run?

There is the financial part of the Barn Principle that tells us to invest in our lives and future good, instead of mortgaging it in a lifestyle of debt.

There is the leadership part of the Barn Principle that tells us to make sure our organization/team is focusing on what makes us better, more effective and self-sufficient instead of what would make us more complacent and comfortable at the moment.

Most importantly, there is the personal part of the Barn Principle that tells us not to cut corners for the sake of instant gratification, looking good to others, or short-term goals, instead of really deciding and building a better life for yourself, your spouse, your children, and your community.

Figure out what your barn is. Is it the way you need to spend your money, the way you spend your time, the energy you’re putting into your family/kids/relationships, the energy you’re putting into personal growth, or the importance you’ve placed on your faith.

Build the barn because the barn builds the house.