Why is money not flowing into your business even though you’ve tried everything?
💰 Problems with money and profitability are not just a symptom of Excel, but of deeper issues
The lack of potential flow, which we see in the problems with money, turnover and profitability, is a hint that there are some barriers to potential flow in the organisation. Like every individual, every organisation is created for a reason – put simply, so that it can support itself and its potential can flow. Money is a consequence and a measure of this.
If for some reason the flow does not occur, look for obstacles where the flow is stuck or where bottlenecks have formed.
For example:
1️⃣ Money will not flow into a business if the customer does not feel that they are really being noticed.
2️⃣ Potential is missed if the right people are in the wrong role (e.g. have outgrown it).
3️⃣ Profitability is limited if a past story (e.g. an unfinished project or the tension of leaving) keeps the team in the past, so to speak, unconsciously.
4️⃣ Money seems to get lost when the focus of the business is confused – who are we really creating value for and why? Or when the original reason for creating the business has disappeared/become obsolete and replaced by the sole purpose of making money.
5️⃣ The biggest brake can also be the leader himself – when internal conflicts or fears prevent the power of the organisation from being unleashed.
Some examples from real life:
🔹 A company where sales were great but the money didn’t last. The root of the problem was that the customer wasn’t seen as an equal partner, but was seen as smarter/better/more important than them. When this became apparent and the team changed (attitude, staffing), things changed.
🔹 A team where people could not use their strengths because old roles were handed down as a “legacy” from those who had left before, and it also turned out that there was mourning for departed colleagues who had been “invisible influencers” alongside the leader. When this pattern became visible, we were able to talk through emotions, distinguish between automatic and conscious behaviour and of course with this came new energy and creativity.
These are just a few examples and they are not something that an organisation can just think of and need to be looked at through systematic exercises. When these invisible patterns are brought to light and put in the right place, the system starts to breathe again and the results are a normal consequence again.
