Choose the Frame. Change the Outcome.

One of the things that struck me last week is how often success, frustration, opportunity and disappointment all come down to exactly the same thing: the frame through which we choose to view them. 

The week started with a masterclass where I was teaching entrepreneurs how to build their own Vision Traction Organizer using the EOS methodology. To make the concepts practical and relatable, I used Scott Galloway's book The Four as a backdrop. For those unfamiliar with the book, Galloway explores the rise of Amazon, Apple, Meta and Google, examining the strategic advantages that enabled them to become some of the most dominant businesses in history. His analysis focuses heavily on the moats they built around their businesses and the fundamental human needs they satisfy. It is a compelling lens through which to study these companies, and one of the reasons the book remains so valuable. 

What fascinated me, however, was that I was looking at exactly the same companies and drawing entirely different conclusions. Instead of focusing primarily on competitive advantages and market dominance, I found myself looking at the systems they created to turn vision into execution. I was interested in how they communicated direction, aligned teams, created clarity, and built operating rhythms that enabled thousands of people to move together toward a common objective. The source material had not changed. The companies had not changed. The facts remained exactly the same. The only thing that changed was the frame through which I was looking at them, and that different frame produced an entirely different set of lessons for the entrepreneurs in the room. 

A few days later, life gave me an opportunity to practise exactly what I had been teaching. 

The annual Entrepreneurs' Organization Ignite conference is always one of the highlights of my year. This year's event brought together more than 250 entrepreneurs, an incredible lineup of speakers and the sort of energy that only seems to happen when ambitious, curious people gather together with a shared desire to learn. The organisers once again created something special, and Manuela and the team should take a big bow. I am great friends with many of them, and I feel that they always have my back. However… 

One of the joys of the event was watching so many exceptional speakers bring their own unique perspectives to the audience. Alison Botha's story of courage was extraordinary. Candice Mama once again demonstrated a level of grace and wisdom that few people possess. Michael Charton reminded us how powerful storytelling can be when it is used well. My friends Douglas Hoernle, Jonathan Oliff and Glenn Gillis all stepped up and delivered sessions that reflected years of experience, hard-earned lessons and a genuine desire to help others succeed. It was also wonderful to see Richard Mulholland's influence woven throughout the event, even when he wasn't physically on the stage. 

Then there was my speaking slot. 

Now, depending on how you choose to frame it, I had either been given a fantastic opportunity or a complete nightmare. 

Immediately before me was Harris III, a world-renowned speaker who combines illusion, performance and powerful business lessons into a presentation that is genuinely world-class. I had heard about him long before meeting him, and he absolutely lived up to the reputation. Watching him work was like watching a master craftsman at the top of his game. Unfortunately, my job was not simply to watch him. My job was to follow him. 

As I stood backstage fidgeting while the rock star illusionist kept the audience spellbound for almost two hours, there was a part of me that viewed the situation through a fairly negative lens. The audience had already been consuming content all day. Energy levels naturally begin to dip in the later sessions. The speaker immediately before me was exceptional. I was feeling the pressure. Caroline later told me that when she saw me before I went on stage, I looked more irritated than nervous. She was probably right. In my head, I was wondering which committee member I had offended to deserve such a brutal speaking slot. 

Thankfully, she helped me reframe the situation. 

Instead of viewing the slot as a punishment, what if it were actually a compliment? What if the organisers believed I could handle the challenge? What if they trusted me to keep the audience engaged? What if being placed there was not evidence that I had been overlooked, but evidence that I had earned their confidence? 

The facts did not change. Harris III was still speaking before me. The audience was still tired. The challenge was still real. Yet the moment I changed the frame, my emotional response changed as well. Instead of focusing on how difficult the situation was, I focused on the value I wanted to create. Instead of worrying about the circumstances, I trusted the preparation. I reminded myself that I had spent months refining the talk and that my job was not to compete with Harris III. My job was simply to serve the audience in the best way I knew how. 

The result was one of the most enjoyable speaking experiences I have had in a long time. The audience responded generously, the message landed, and I walked off stage feeling grateful rather than relieved. Looking back now, I realise that nothing external changed. The outcome shifted because I chose a different frame. 

The lesson resurfaced later in the week in a completely different situation. One of my clients has once again gone quiet on a project after months of discussions. If you are an entrepreneur, you know this feeling. Larger organisations often have the luxury of moving slowly, while smaller businesses carry the uncertainty. There is always a temptation to become frustrated, to fire off the strongly worded email, to assume the worst and to convince yourself that the relationship is heading in the wrong direction. 

Yet once again, there is another frame available. Perhaps patience is required. Perhaps there are factors behind the scenes that I cannot see. Perhaps the relationship is still healthy and simply moving at a pace that I do not control. Perhaps my energy would be better invested in serving existing clients and creating new opportunities rather than obsessing over one delayed decision. 

The facts remain exactly the same. Only the interpretation changes. 

That, ultimately, is my takeaway from the week. The way we frame situations shapes the way we experience them. Entrepreneurs face uncertainty every day. Markets shift. Clients delay decisions. Team members make mistakes. Opportunities emerge unexpectedly. Rarely do we have complete control over the events themselves. What we do control is the meaning we assign to those events. 

The same challenge can be viewed as a burden or an opportunity. The same setback can be viewed as evidence of failure or evidence of growth. The same difficult customer can be viewed as an irritation or as a teacher. The same round of golf can be viewed as a scorecard or as four hours spent connecting with good friends on a beautiful day. 

As I ease into a less frantic week that contains a public holiday, a little work and hopefully quite a bit of golf, I am reminding myself to choose the frame carefully. Of course, I would like to play good golf. Every golfer wants to play good golf. But if I measure the week purely by my score, I may miss the far more valuable outcome. Time with friends, laughter, fresh air, perspective and connection are all available if I choose to notice them. 

Perhaps that is the real lesson. Life often gives us the fact, BUT meaning. Meaning is something we create.

PG's Pro Tip:

Whenever you find yourself frustrated, anxious, disappointed or stuck, pause before trying to solve the problem. Instead, challenge yourself to find a better frame. The quality of your actions is often determined by the quality of the perspective you bring to the situation. 

ChatGPT Prompt:

"I am currently facing the following situation: 

[Insert situation] 

Help me reframe this challenge. Give me five alternative perspectives that an entrepreneur, coach, stoic philosopher, psychologist and trusted friend might take. For each perspective, explain what opportunities become visible, what assumptions may be limiting me, and what practical actions I should consider taking. End by recommending the most constructive frame and explain why it is likely to create the best long-term outcome." 

Sometimes the breakthrough is not changing the circumstances. 

Sometimes the breakthrough is changing the way you see them. 

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