Ask most people what business they’re in and they’ll likely tell you what they do for a living. Some will define themselves by the product they produce or the services they provide, others will default to their job title or their role as a way of defining their business. The problem with these definitions is that they only make sense within a particular time frame and context.

Anyone who’s sat through a strategic workshop at anytime during the past decade will be familiar with the SWOT analysis. Simply put, it stands for Strengths Weaknesses Opportunities and Threats and has informed not only planning days and leadership forums but also a large majority of the decisions that executive teams have made regarding the future of their businesses.

The logic is rarely questioned – play to your strengths, sure up your weaknesses, and be vigilant to opportunities and threats.

The self-help industry and the associated cult of positivity often leave us with an incomplete picture of the environment we find ourselves in. We end up seeing only opportunity without risk and end up relying on hope as a strategy.

But just as crucially, this partial view of reality robs us of the positive potential that negative influences can exert on us.

The story of the aging executive who suffers a heart attack only to turn their lives around and become a health enthusiast is almost cliché, and yet it’s an important reminder that bad news isn’t always bad for us.

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