Michael Erath explains why transformation fails: leaders won't do the painful operational work. His team practices "unselling," turning away clients unwilling to commit. One client, Sergey, accepted losing half his team to succeed.
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What's interesting is some. So in the. In the discovery process, when we're talking with. With prospects, I think there's actually a fair amount of unselling that we try to do. Unselling, Unselling. Because if. If we're pushing for the change that needs to happen with an entrepreneur or business owner who is not willing to embrace that and push it forward and operationalize it, we can do more harm than good. And at the same time, in both of our cases, kind of our calendars are our inventory, so we have capacity constraints, and it's for people or companies who would like to have access to our capacity. It's not really fair to them to be engaged with someone who's not willing to do the work. And I think that was going back to Sergey, and I mentioned the first day that we worked together, at the end of the day, he stayed after and he said, yeah, I'm going to lose half my team. But what was interesting is, in his case, and I've had several entrepreneurs like this, where they've said, this is going to suck, this is going to hurt, and let's go. But I can see the rainbow on the other side of this. They're willing to go through that because they know that it takes that to go through transformation. Right. Caterpillars get really uncomfortable when they cocoon to become butterflies. But it's. It's that process you have to go through and confronting those things and being willing to deal with them.
