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The FIX model. As we continue building a barrier busting mindset, I want to introduce the FIX tool. The purpose of FIX is not simply to help solve problems, it is designed to help you think differently about problems. It teaches individuals and organizations how to move from frustration to clarity, from reaction to strategy, and from obstacles to solutions. People who bounce often become fixated on the barrier itself. Their attention remains locked on the problem, which makes it difficult to see possibilities beyond it. If we want to develop a barrier busting mentality, we must first begin viewing barriers differently. We do this through a series of steps that the fixed tool introduces. In this chapter, I will explain those steps. In the next we will walk through completing your first tool. Redefine the barrier as a goal. Most people naturally see barriers as problems to overcome. While there is some truth in that perspective, it can unintentionally limit our thinking. The moment we define something as a problem, our focus becomes centered on what is wrong. Our attention is drawn toward frustration, difficulty, and resistance. Instead of asking, why is this happening? Barrier busters begin by asking, what does success look like on the other side of this? Rather than becoming consumed by the obstacle, they begin focusing on the outcome they are pursuing. This shift may seem subtle, but it changes the way the brain engages the challenge. The goal becomes larger than the barrier, the destination becomes more important than the resistance standing in the way. This is one reason vision plays such an important role in barrier busting. The courage to push through an obstacle is often directly connected to how clearly we can see beyond it. When people cannot see what lies on the other side, barriers feel overwhelming. When they can clearly picture the desired outcome, barriers begin to feel temporary. The clearer the vision becomes, the greater the motivation to continue moving forward. Understanding this principle helps explain the difference between people who bounce and people who bust through. People who bounce become derailed by the barrier. Their focus remains fixed on the obstacle itself. The barrier becomes the center of attention. Barrier busters, on the other hand, are focused on the solution. As leaders, teachers, parents, or coaches, when someone approaches us with a problem, the natural tendency is to provide the answer. We are busy, we want to help. We know the solution. Giving the answer seems efficient. However, every time we provide the answer without helping them think through the problem, we risk reinforcing a bounce mentality. We unintentionally teach them that the solution exists somewhere outside of themselves. We train them to return whenever they encounter resistance. To cultivate barrier busting, we should instead help them discover answers. We do this by asking questions and encouraging critical thinking. We guide people toward the solution rather than handing them the solution outright. This approach requires more patience, but it produces stronger people. When individuals learn how to think through problems, they become increasingly capable of solving future problems on their own. Rather than creating dependency, we create growth. Rather than producing people who bounce back with every obstacle, we develop people who bust through barriers consistently. Step one, F equals find the root issue. We can become so focused on solving symptoms that we never take the time to understand the actual problem. We react to what we see without investigating what is causing it. Every barrier has a root issue. Every obstacle has an underlying cause. Until that cause is identified, efforts to solve the problem will often leave us feeling frustrated as the real issue remains untouched. I remember running late when I was in high school. I would jump out of bed, get dressed quickly, throw on my shoes, and tie them right before I had to jump in the car. On several occasions, my shoelaces broke right in the middle of my time crisis. That was inconvenient, frustrating, and set me back even further. I recall on one instance, saying to myself, Why does this always happen? That's when it occurred to me, on days when I am up on time, I am more relaxed and at ease. The intensity with which I was tugging on those old shoelaces was likely far less than on days when I was stressed out and rushing to get out the door. I actually had a breakthrough that day. I reasoned that an extra seven seconds to calm down and tie my shoes so the laces wouldn't break would save me five minutes of scrambling to find new laces. For me, the immediate problem appeared to be old, fragile shoelaces that seemed to know the exact worst time to break. Yet when I allowed myself to truly examine what was happening, I saw more deeply. The answer emerged. We may discover several contributing factors. The shoelaces may be worn. The shoes may not be receiving proper care. The person may be running late and applying excessive force because they are stressed and rushing. The broken shoelace is just the symptom. The root issue lies deeper. This is why effective problem solving always begins with investigation. Before we create solutions, we must understand what is actually causing the problem. Legend has it that Albert Einstein once said that if he were given one hour to save the planet, he would spend fifty nine minutes defining the problem and one minute solving it. Whether he actually said it or not, the point is clear, good solutions emerge from a clear understanding of the problem. Finding the root issue involves three important steps. F step one, list the barriers. We identify every obstacle standing between where we are and where we want to be. This requires honesty and thoroughness. We want to see the complete picture rather than focusing on a single frustration. F step two, we redefine the barrier in terms of success. Instead of viewing each obstacle as something negative, we describe what success would look like if that obstacle were removed. This exercise helps shift our attention from problems to outcomes. F step three, we zero in on the right barrier. Not every obstacle deserves equal attention. Some barriers create far more impact than others. Part of wisdom is identifying the barrier that, if solved, would create the greatest amount of progress. Rather than spreading our effort across dozens of issues, we focus our energy on the obstacle that matters most. Once the root issue has been identified, we move to the second letter of the model. Step two. I equals identify a strategy. Now that we know what barrier we are going after, we need a plan for addressing it. Good intentions are not enough. Motivation is not enough. We need a strategy. I step one, identify action steps. What exactly are we going to do? What actions will move us toward the desired outcome? A strategy without action remains merely an idea. I step two, define measurables. How will we know if progress is occurring? What evidence will tell us that our actions are producing results? Measurement is important because it allows us to evaluate reality rather than relying on assumptions. I step three, a process for evaluation. How will we review progress? What standards will we use? Evaluation ensures that we continue learning and adjusting as new information becomes available. A strategy helps direct our effort. Instead of just working harder, we begin working intentionally. We understand what actions to take, how success will be measured, and how progress will be evaluated. This brings us to the final letter of the model, step three. X equals execute. It is one thing to be great at identifying problems or developing plans. Progress only occurs when execution takes place. Execution is how we discover whether our strategy is sound or needs adjustments. We learned during throughout the alignment section that execution depends upon four key elements adjustments, frequency, time, and accumulation. Adjustments. As we execute a strategy, adjustments may become necessary. New information emerges, conditions change, insights develop. Effectiveness means remaining flexible enough to make improvements while staying committed to the larger goal. Frequency. Frequency reminds us that isolated actions rarely create lasting results. Progress is usually the product of consistent action repeated over time. A single workout does not create fitness. A single conversation does not create culture. A single action rarely solves a significant problem. So we must commit to all the action steps we have defined and repeat them enough to reliably determine whether they are working. Time. Meaningful results often take longer than we would prefer. Many people abandon a process prematurely because they expect immediate outcomes. Barrier busters understand that patience is often required. They allow the process enough time to work. Accumulation. Small actions repeated consistently over a period of time create significant results. One action may seem insignificant. Ten actions begin creating momentum. One hundred actions often create transformation. Success is rarely the product of a single breakthrough moment. More often, it is the result of small actions accumulating over time. What makes the fixed model so powerful is that it mirrors the larger cab framework. Finding the root issue creates clarity. Identifying a strategy creates alignment. Executing the strategy requires barrier busting. In many ways, the entire CAB system is embedded within this single tool. We become clear about what we are trying to solve. We align our resources around solving it. Then we bust through the barriers that stand in the way. This process can be applied to virtually any challenge. It can be used to solve organizational problems, improve team performance, strengthen relationships, increase productivity, address personal goals, and overcome persistent obstacles. The principles remain the same because the process remains the same. As you begin applying the fixed model, remember that the goal is not merely to solve today's problem. The goal is to develop a barrier busting mentality. The fixed model provides a practical pathway for making that transition. It helps us identify the real issue, develop a strategy, execute consistently, and continue moving toward the goals that matter most.