True story: When I sat down to write this blog post, immediately after typing the title, I spilled a glass of iced tea on my desk.
How appropriate, pointedly ironic, I thought. I am about to write an article saying that a mess is not always a mess, and then I make a mess.
Or did I?
It’s probably not lost on you that the next thing I did after spilling my iced tea was to clean my desk. Save for the few papers that were soaked and had to be tossed (ah, well!) it gave me the long procrastinated opportunity to eradicate some clutter. Where there was long-ignored dust between books and computer cords, there are visible patches of polished wood. Who knows when I would have gotten to those desktop dust bunnies?
And so a modest mess immediately became an opportunity, precisely the story I wanted to tell.
Unfortunately, that is not always the case.
Hot Mess is a contemporary descriptor gaining momentum. I’m not sure I understand its full colloquial application, but it does seem to roll off the tongue.
Has the global pandemic complicated by contradictory expressions of strategy and uncertain leadership left us of late in a hot mess? It would be hard to argue the contrary.
Facts and opinions are muddled. Too many hospital intensive care wards are filled. Families are losing loved ones. Jobs have been wiped out in record numbers. Businesses are told they can reopen only to be told to close again. No one is quite sure whether schools should be attended in person. We’re even arguing with each other about whether mandated mask safety constitutes some violation of personal liberty.
Yes, that is some hot mess. It lacks leadership and accountability. It’s chaos that has been largely disowned rather than harnessed for cohesive transformation.
What’s the difference? When can we throw our hands in the air with rage and declare a hot mess, and when is it an opportunity? Better asked: Aren’t we always better off trying to convert a mess into an opportunity?
Having faced a lot of business messes in my years—and largely knowing that every time I have been able to do something I believed mattered it was because I was asked to unpack a mess—here’s where I think healthy optimism is warranted.
Customers are your best bet at keeping your business alive. If you have a growing base of profitable customers, give thanks; almost every mess can be mopped up.
Cash flow is essential to keeping your business alive. If you have access to enough cash to remain current on payables, rejoice humbly; almost every mess can be mopped up.
Talent and teamwork are the secret sauce in keeping your business alive. If you have motivated colleagues who share your challenges, bump an elbow; almost every mess can be mopped up.
Customers, cash flow, and collegial partners all create the runway we need to address our messes. Lose those, and a spreading mess can swallow up the best of us.
A runway buys you time. That time is precious, and it’s what you need to convert a mess into an opportunity. If you have runway, you’ll be surprised how much you can fix. Think runway, and if you are fortunate enough to have some, stop beating yourself up over ordinary obstacles.
It’s easy to get frustrated, angry, even demoralized when faced with mountains of deferred maintenance. Anyone coming into a challenging situation would prefer to focus on productive reinvention over time-consuming tasks that were swept under the rug by their retired predecessor. The temptation to declare a catastrophe is often strongest when critical progress appears to be at a standstill. You might be missing the dawn lurking beyond darkness.
A failed product? Not solely a mess, but perhaps an opportunity to build a much better product.
Too much infighting among your team? Certainly an uncomfortable mess, but perhaps an opportunity to foster consensus-building or ultimately reconsider some difficult personnel decisions.
Poor choices in back-office systems creating endless administration? Often cited as a mess, but truly an opportunity to bite the bullet and wipe away the information systems that are holding back progress.
An onslaught of unfair legal claims against the honest work you are pursuing? No one likes lawyer messes, expensive as they are, but there remains opportunity in learning from outside actions and readying yourself against future burdensome attacks.
Data accumulating in bulk without the proper framework for analysis or tools for funneling it toward well-reasoned responses? Little can create as much of a mess as terabytes of randomly collected data, but once you wrestle that data into programs for decision making, you will be hard-pressed to find a higher value mass of opportunity.
The point is not to confuse basic management problems with crises.
It’s a problem if parts of your business are broken, but those broken parts don’t necessarily constitute a crisis.
Not having enough loyal customers to buy you runway is a crisis.
Running out cash and not being able to secure enough to extend your runway is a crisis.
Not being surrounded by talent that can work your way out of a mess can easily become a crisis.
These kinds of messes often can’t be addressed soon enough to allow for a rebound. You have to decide if a mess is really an endgame or an obstacle to be navigated,
I remind people all the time: If there were no problems, then a business wouldn’t need management. The mess before you might be job security. It also may be opening the door to a brighter future you can’t yet anticipate.
We all spill iced tea on our desk now and again. Some of us get pissed off and spend the rest of the month complaining about the size of our desk and the lack of room for a proper drink holder. Others wipe up the mess and begin the next hour with a clean desk and a fresh perspective. Each mess is there either to consume us or let us transform its remedy into the hidden opportunity hiding under the wet towel.