Business Education

Hurricanes, Wildfires, and Earthquakes: How Business Owners Can Effectively Deal with Big Problems (Without Ignoring Smaller Ones)

Two monstrous hurricanes hit the southeast late last year – Helene and Milton. Weeks later, ferocious wildfires engulfed southern California. This past Sunday, earthquakes shook Greek islands, followed by a pair of earthquakes rocking San Bernardino on Monday.

Each of these natural disasters wrought widespread devastation, particularly Hurricanes Helene and Milton, which ravaged multiple states, causing billions upon billions in damage. The wildfires consumed homes and businesses and the earthquakes left a huge swath of destruction. While each caused a lot of damage, their severity can be quantified.

Running a business comes with big challenges. And, when they happen seemingly at once or in quick succession, it multiplies the magnitude and the stress. Such a situation can easily be debilitating and even paralyzing. But, taking a step back and prioritizing each one (without ignoring any due to its relatively small size), makes the circumstances appear much less foreboding.

Mastering Problem Prioritization for Business Owners: A Step-by-Step Guide

Big-time challenges arise constantly in any business, and the ability to prioritize and solve problems efficiently is crucial for sustained success. Business owners must navigate complex issues, avoid becoming overwhelmed, and ensure that no problem is left unresolved. So, let’s take a few minutes to help business owners master the art of prioritization and tackle problems one by one without neglecting previous issues.

1. Identify and Categorize Problems

The first step in prioritizing problems is to identify and categorize them. Business owners should make a comprehensive list of all the issues they face. Categorize problems based on their nature (e.g., financial, operational, customer-related) and the impact they have on the business.

2. Assess the Impact and Urgency

Once problems are categorized, assess their impact and urgency. Some problems may have immediate consequences that demand quick action, while others may have a longer-term impact. Use a matrix to rank problems based on their urgency and significance:

High impact, high urgency. Address these problems first, as they pose immediate threats to the business.
High impact, low urgency. Plan and schedule solutions for these problems to prevent future complications.
Low impact, high urgency. Address these problems quickly, but don’t let them overshadow more significant issues.
Low impact, low urgency. These problems can be resolved later, as they have minimal impact on the business.

3. Develop a Prioritization Framework

Create a prioritization framework that aligns with the business’s goals and values. This framework should guide decision-making and ensure consistency in addressing problems. Consider factors such as:

Business objectives. Align problem-solving efforts with the company’s strategic goals.
Resource availability .Assess the resources needed to address each problem and ensure they are allocated effectively.
Stakeholder impact. Evaluate how each problem affects stakeholders, including employees, customers, and partners.

4. Create an Action Plan

Develop a detailed action plan for each problem, starting with the highest priority issues. This plan should outline:

Objectives. Clearly define what success looks like for each problem resolution.
Resources. Identify the resources required to address the problem (e.g., time, budget, personnel).
Responsibilities. Assign specific tasks to team members and establish accountability.
Timeline. Set realistic deadlines for each phase of problem resolution.

5. Implement Solutions and Monitor Progress

With a clear action plan in place, begin implementing solutions. Regularly monitor progress and make adjustments as needed. Use key performance indicators (KPIs) to track the effectiveness of solutions and ensure that problems are being resolved as planned.

6. Review and Reflect

After resolving each problem, take the time to review and reflect on the process. Conduct a post-mortem analysis to identify lessons learned and areas for improvement. This reflection will help refine the prioritization framework and improve problem-solving capabilities for future challenges.

7. Revisit Previous Problems

It’s essential to periodically revisit previously resolved problems to ensure they remain resolved and that no new issues have arisen. Regularly reviewing past problems helps prevent recurrence and allows for continuous improvement.

How It All Wraps Up

Effective problem prioritization is a vital skill for business owners. By systematically identifying, categorizing, and addressing problems based on their impact and urgency, business owners can ensure that they tackle challenges efficiently and effectively.

Developing a robust prioritization framework, creating detailed action plans, and continuously reviewing past problems will lead to sustained business success and growth. Remember, no problem should be ignored; every challenge is an opportunity for improvement and innovation.

Want to Accomplish More?

Do you want your company to grow faster and earn more while you spend more time with your family doing all the things you started your business to do?

We can make that dream a reality. Give us 30 minutes and we will show you how to get your life back. Skeptical? Good! Put us to the test.

You can call us for your free appointment at 480-939-4794, or, if you prefer, send us an email. You can also visit us at Waters Business Consulting Group to learn more about us and the services we offer.

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The Samsung Galaxy Fold Demonstrates this Powerful Business Lesson

May 29, 2019 No Comments

Samsung shipped demo units of its $2,000 foldable phone to top reviewers, and within 48 hours, many of them were broken. It’s an embarrassing story about a tech giant, but the real lesson has nothing to do with hinges or screens. Rushing a product to market can cost you far more than a bad headline — here’s what every business owner should take from the Fold fiasco.

How BlueStar Landscape Grew Revenue 252% and Sold a Division to One of Four Competing Buyers

September 17, 2026 No Comments

BlueStar Landscape’s management team knew the landscaping business inside and out — but industry knowledge and strategic growth are two different skillsets. As the company’s landscape construction division grew, the leadership team found itself without the financial discipline needed to turn that growth into real profitability. “Our management team was comprised of individuals with industry knowledge but it did not understand the importance of needing a strategic growth plan tied to financial models,” said Nick Gage, Operations Director at BlueStar Landscape. “So, our real challenge was a lack of experience on the leadership team when it came to growing a business profitably.” Growth Outpacing Profitability BlueStar’s leadership was capable, but stretched thin in areas outside their expertise. Profitability lagged behind revenue. Pricing strategy needed an overhaul, and cost controls on labor and materials were inconsistent at best. The team also struggled to find and hire the professional talent needed to support growth, and lacked a documented growth plan or leadership development track. Compounding the pressure, BlueStar needed to restore the parent company’s confidence in the division’s trajectory. A Financial Model Built for Landscaping “Then we met John,” as Nick put it. John Waters brought a background in a similar industry, along with the entrepreneurial experience to build a strategic growth plan aligned with a real financial model and a pricing strategy with cost controls tuned to the margins BlueStar needed. Waters Business Consulting Group began by analyzing BlueStar’s past financial performance to identify exactly where labor and material cost controls were falling short. From there, the team built a financial forecasting model and a Strategic Growth Plan, then helped leadership prioritize their day-to-day activities to align with it. A redeveloped pricing strategy ensured every project was priced to hit required margins, with project management then held to those hours and materials budgets. To keep the leadership team accountable and on track, John met with them for weekly 90-minute sessions throughout the engagement. From Division Under Pressure to Division for Sale The turnaround was substantial. Top-line revenue during the engagement grew 252%, with BlueStar posting record annual sales surpassing $8,000,000 and improving net profits alongside it. Key management talent was added to support the growth, and the team began tracking metrics that improved both customer service scores and cost controls — driving higher gross margins across the board. A full work-flow map of the client life cycle gave BlueStar clear processes, procedures, and key performance indicators for the first time. The results were strong enough to change the division’s trajectory entirely. After a few years of working with John, BlueStar was able to position its landscape construction division for sale, ultimately drawing four strategic buyers who bid on the business. The division sold successfully — a result Tim Steckbeck called the best decision the company made for its business. Building Toward Your Own Exit or Growth Milestone? Whether your goal is faster, healthier growth or eventually positioning a division for sale, a documented plan tied to the right financial model changes what’s possible. Reach out to talk through what that could look like for your company. Contact Waters Business Consulting Group to schedule your free consultation.

Now is the Time to Get a Sweet Deal on Office Space

September 9, 2020 No Comments

Commercial real estate is on the decline thanks to the rise of remote work, and that’s bad news for landlords but potentially great news for you. Everyone knows the old “buy low” strategy, yet very few business owners actually act on it. Here’s how to size up a vacancy and negotiate a genuinely sweet deal on your next office space.