If you also say “It was a slow month” and don't know what to do next, you're not alone.
Could the problem be not the number, but what you do with it? You can shout at it, paste a piece of paper over it so you don't see it, or fake it. The source behind the booklet puts what all three have in common in one line: “an absence of skilled management.”
And it costs you, because the worst mistake is not getting the number wrong. It is getting the state wrong. An action meant for a lower state drops you into it.
As long as the number comes with no comparison and no state, every fall gets an explanation instead of an action, and finding excuses for a falling number does not raise it. It wasn't stable for me either, when I started out on my own.
When I started working for myself, it wasn't stable, because I was at the beginning of the road. Later, at a company that sold business consulting services, I built a system for analysing a business forecast, and it served the company's marketing and sales very well.
Today I think about how I can make my decisions, my time, the resources available to me and my actions more efficient. I am against excuses in place of a number, because finding excuses for a falling number does not raise it.
Axel Jedlitschka
Tell a number that measures something from a number that only looks like a measurement.
Recognise three ways in which people work on the number instead of on the thing itself, and know which one is yours.
Turn the direction of the line on a graph into the name of a state. That is the whole of the diagnosis.
Know the seven states, and understand why the wrong action is worse than doing nothing.
Recognise the excuse you tell yourself, and know what goes in its place.
In the booklet, the weekly number is a “statistic”, a number compared with the earlier number of the same thing, and the state you are in is a “condition”. “STATISTICS ARE AN INDICATOR; THEY ARE NOT AN OBJECT.” Shouting at the number, ignoring it or explaining it does not change what it measures. The way is to look at the number, work out which condition you are in, and know exactly which action belongs to that condition. There are seven conditions, and each one has a formula of its own.
Someone who stops looking at the number is like a driver who pastes a piece of paper over the speedometer and drives contentedly. Had he looked, he would have found three flat tires and an engine about to explode.
It Was a Slow Month · a booklet by Axel Jedlitschka
Three numbers, a table that turns a slant into a condition, and seven formulas.
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47 pages, 10 chapters, a table that turns a slant into a condition, and five exercises
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By Axel Jedlitschka
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If you take one thing away from the booklet, take the table in Chapter 3. It turns the slant of a line into the name of a condition, and that is the whole of the diagnosis. You can start there.
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The booklet is complete, and no chapter in it is held back for payment. Every quote in it is anchored to a line in the source: 70 anchors, 0 failures, checked in the original Hebrew edition.
You don't need spreadsheet formulas. “All you have to do is LOOK.” “It is done with the eye.” A dot and a line, ten minutes a week.
A question about the booklet: send a message on Instagram to @theonlyaxelj.
You can say “It was a slow month” again, or you can fix a day and an hour, mark a dot, and read the line. Two minutes a week.
A 47-page PDF booklet: 10 chapters, a table that turns a slant into a condition, and five exercises, at no cost.
Price: No costNo credit card
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