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b'The Nitty-Gritty:\\n\\n\\n\\n* Tara shares why it\\u2019s important to clean things up\\u2013but not get caught up in making things perfect* Why the mess exists\\u2013and how that\\u2019s a feature, not a bug* How to use hypotheses instead of discrete goals to learn more about what works for you* How to create adaptable plans based on your particular mess and your goals\\n\\n\\n\\n\\n\\n\\n\\nBusinesses get messy\\u2014old products, defunct systems, cluttered inboxes.\\n\\n\\n\\nAnd we\\u2019re talking about how to clean up your business all this month. You\\u2019ve already heard from Jereshia Hawk who took mess of offers and streamlined her business to just one product. You just heard from Mindy Totten who figured out how to clean up her schedule and work just 3 days per week.\\n\\n\\n\\nYou even heard from me about 3 ways I\\u2019ve been cleaning up my business over the last 2 years.\\n\\n\\n\\nBut, I think it\\u2019s also important to say that\\u2026\\n\\n\\n\\nYour business will always be a mess.\\n\\n\\n\\nThe mess is a feature, not a bug.\\n\\n\\n\\nSure, we want to make sure there isn\\u2019t excess clutter or wasted money\\u2014but we also shouldn\\u2019t focus so much on making things perfect that we forget the beauty in the imperfection.\\n\\n\\n\\nToday, instead of cleaning things up, I want to highlight the mess.\\n\\n\\n\\nYou see, your business is a series of interwoven systems, mechanisms, and information that impact and influence each other so that no one component can be singled out as a problem or a solution.\\n\\n\\n\\nEvery time you clean something up or organize a mess\\u2026\\n\\n\\n\\n\\u2026you end up uncovering something else that needs to be addressed.\\n\\n\\n\\nRussell Ackoff, a pioneer in both management science and systems thinking, said:\\n\\n\\n\\nManagers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage\\xa0messes.\\n\\n\\n\\nIf you feel like you solve one problem only to discover another, this is why. If you feel like every time you make an incredible discovery about your business it changes everything, this is why. If you feel like everything you learn about growing your business seems to influence everything you\\u2019ve experienced running your business, this is why.\\n\\n\\n\\nIt\\u2019s a mess.\\n\\n\\n\\nAnd that\\u2019s okay.\\n\\n\\n\\nYour job is to manage this\\xa0mess.\\n\\n\\n\\nThat means being willing to adapt, try new things, experiment, and\\u200a\\u2014\\u200amost importantly\\u200a\\u2014\\u200aaccept\\xa0that the work is never done.\\n\\n\\n\\nEvery change you make to your website has the potential to ripple through the rest of your business. Every adjustment you make to your pricing can set off a chain reaction. Every revision you make to your plan could create a counteraction later on down the line.\\n\\n\\n\\nThe more aware you are of the messy nature of your business, the more you can use the mess to your advantage.\\n\\n\\n\\nThe real problem is that\\u2026\\n\\n\\n\\nYou\\u2019re not planning for the\\xa0mess.\\n\\n\\n\\nWhen you plan for your business\\u200a\\u2014\\u200awhether it\\u2019s setting goals...'