s and intolerances such as my husband, restaurants should be more careful in how they garnish food. And let's be honest, I have eaten filets in well over 100 establishments and outside of the request "Would you like mushrooms on your steak," the filet comes natural without any sauces.

Assumptions kill businesses, plain and simple. They are very much like the lemon and butter sauce that this eatery assumed that everyone would like and furthermore, management did not have to tell the patrons about the sauce because of this assumption. These assumptions keep many well-written strategic business plans from being effectively executed. Remember, the steak was not eaten.

Unfortunately, much like the Bill and Hilary story, many businesses do n

Assumptions are the thought processes from our belief systems. In business, these assumptions can derail the very best strategic plans. For example, these assumptions interfere with the continued inability to effectively execute the best-laid business plans. Also, assumptions interfere with our decision making and problem solving process.

One of the stories that I tell as a business coach is the Bill and Hilary story. This story quickly demonstrates the power of assumptions and how those assumptions can quickly and almost seamlessly transport us down the decision making and problem solving path.

The story begins with a locked room with only one window that is wide open. Bill and Hilary are dead upon the floor. A chair and table are near them with broken glass and water on the floor. The question is how did Bill and Hilary die?

Responses are many from Hilary poisoned Bill to someone climbs in through the window. My question always is: "Is that fact in evidence?" So, the responses continue until someone physically describes either Bill or Hilary as a human being. Again, I ask: "Is that fact in evidence?" "No." is the unified response. So, I continued, "If we remove that assumption from our belief system, how did Bill and Hilary die?" Usually, I receive a quick response is that "Bill and Hilary were goldfish and the wind blew the goldfish bowl off the table resulting in it breaking."

The purpose of this story is to illustrate the power of our assumptions and how those assumptions act as filters to our decision making and problem solving skills. Those very same assumptions are in every business.

For example, my husband and I went to dinner the other night. This was one of our favorite restaurants. However, their assumptions have cost them another patron. Let me explain.

My husband in recent years has been diagnosed as being glutton intolerant. Simply speaking, he cannot digest any wheat products from bread to beer. Never being a fan of sauces, he now avoids any sauce because he does not know how they thickened it. He ordered a filet and receives a beautiful piece of meat with some sort of light yellow sauce on it. We later learned that it was a butter/lemon sauce.

No where on the menu was this sauce identified. There was no mention of a tender filet with a butter/lemon sauce. The management assumed that everyone would enjoy a butter/lemon sauce on a filet. What was interesting in the past 6 months in frequenting this establishment and eating several different types of steaks, we never had this sauce on any of them.

Needless to say, my husband was quite upset given that he was hungry. We paid the bill; the management did not charge us for the steak. My husband left to get the car and I spoke to the manager who apologized.

The apology was received, but it did not make up for the assumption. We will no longer frequent this restaurant because we can no longer trust their menu. With so many people having allergens and intolerances such as my husband, restaurants should be more careful in how they garnish food. And let's be honest, I have eaten filets in well over 100 establishments and outside of the request "Would you like mushrooms on your steak," the filet comes natural without any sauces.

Assumptions kill businesses, plain and simple. They are very much like the lemon and butter sauce that this eatery assumed that everyone would like and furthermore, management did not have to tell the patrons about the sauce because of this assumption. These assumptions keep many well-written strategic business plans from being effectively executed. Remember, the steak was not eaten.

Unfortunately, much like the Bill and Hilary story, many businesses do n

are near them with broken glass and water on the floor. The question is how did Bill and Hilary die?

Responses are many from Hilary poisoned Bill to someone climbs in through the window. My question always is: "Is that fact in evidence?" So, the responses continue until someone physically describes either Bill or Hilary as a human being. Again, I ask: "Is that fact in evidence?" "No." is the unified response. So, I continued, "If we remove that assumption from our belief system, how did Bill and Hilary die?" Usually, I receive a quick response is that "Bill and Hilary were goldfish and the wind blew the goldfish bowl off the table resulting in it breaking."

The purpose of this story is to illustrate the power of our assumptions and how those assumptions act as filters to our decision making and problem solving skills. Those very same assumptions are in every business.

For example, my husband and I went to dinner the other night. This was one of our favorite restaurants. However, their assumptions have cost them another patron. Let me explain.

My husband in recent years has been diagnosed as being glutton intolerant. Simply speaking, he cannot digest any wheat products from bread to beer. Never being a fan of sauces, he now avoids any sauce because he does not know how they thickened it. He ordered a filet and receives a beautiful piece of meat with some sort of light yellow sauce on it. We later learned that it was a butter/lemon sauce.

No where on the menu was this sauce identified. There was no mention of a tender filet with a butter/lemon sauce. The management assumed that everyone would enjoy a butter/lemon sauce on a filet. What was interesting in the past 6 months in frequenting this establishment and eating several different types of steaks, we never had this sauce on any of them.

Needless to say, my husband was quite upset given that he was hungry. We paid the bill; the management did not charge us for the steak. My husband left to get the car and I spoke to the manager who apologized.

The apology was received, but it did not make up for the assumption. We will no longer frequent this restaurant because we can no longer trust their menu. With so many people having allergens and intolerances such as my husband, restaurants should be more careful in how they garnish food. And let's be honest, I have eaten filets in well over 100 establishments and outside of the request "Would you like mushrooms on your steak," the filet comes natural without any sauces.

Assumptions kill businesses, plain and simple. They are very much like the lemon and butter sauce that this eatery assumed that everyone would like and furthermore, management did not have to tell the patrons about the sauce because of this assumption. These assumptions keep many well-written strategic business plans from being effectively executed. Remember, the steak was not eaten.

Unfortunately, much like the Bill and Hilary story, many businesses do n

d how those assumptions act as filters to our decision making and problem solving skills. Those very same assumptions are in every business.

For example, my husband and I went to dinner the other night. This was one of our favorite restaurants. However, their assumptions have cost them another patron. Let me explain.

My husband in recent years has been diagnosed as being glutton intolerant. Simply speaking, he cannot digest any wheat products from bread to beer. Never being a fan of sauces, he now avoids any sauce because he does not know how they thickened it. He ordered a filet and receives a beautiful piece of meat with some sort of light yellow sauce on it. We later learned that it was a butter/lemon sauce.

No where on the menu was this sauce identified. There was no mention of a tender filet with a butter/lemon sauce. The management assumed that everyone would enjoy a butter/lemon sauce on a filet. What was interesting in the past 6 months in frequenting this establishment and eating several different types of steaks, we never had this sauce on any of them.

Needless to say, my husband was quite upset given that he was hungry. We paid the bill; the management did not charge us for the steak. My husband left to get the car and I spoke to the manager who apologized.

The apology was received, but it did not make up for the assumption. We will no longer frequent this restaurant because we can no longer trust their menu. With so many people having allergens and intolerances such as my husband, restaurants should be more careful in how they garnish food. And let's be honest, I have eaten filets in well over 100 establishments and outside of the request "Would you like mushrooms on your steak," the filet comes natural without any sauces.

Assumptions kill businesses, plain and simple. They are very much like the lemon and butter sauce that this eatery assumed that everyone would like and furthermore, management did not have to tell the patrons about the sauce because of this assumption. These assumptions keep many well-written strategic business plans from being effectively executed. Remember, the steak was not eaten.

Unfortunately, much like the Bill and Hilary story, many businesses do n

menu was this sauce identified. There was no mention of a tender filet with a butter/lemon sauce. The management assumed that everyone would enjoy a butter/lemon sauce on a filet. What was interesting in the past 6 months in frequenting this establishment and eating several different types of steaks, we never had this sauce on any of them.

Needless to say, my husband was quite upset given that he was hungry. We paid the bill; the management did not charge us for the steak. My husband left to get the car and I spoke to the manager who apologized.

The apology was received, but it did not make up for the assumption. We will no longer frequent this restaurant because we can no longer trust their menu. With so many people having allergens and intolerances such as my husband, restaurants should be more careful in how they garnish food. And let's be honest, I have eaten filets in well over 100 establishments and outside of the request "Would you like mushrooms on your steak," the filet comes natural without any sauces.

Assumptions kill businesses, plain and simple. They are very much like the lemon and butter sauce that this eatery assumed that everyone would like and furthermore, management did not have to tell the patrons about the sauce because of this assumption. These assumptions keep many well-written strategic business plans from being effectively executed. Remember, the steak was not eaten.

Unfortunately, much like the Bill and Hilary story, many businesses do n

s and intolerances such as my husband, restaurants should be more careful in how they garnish food. And let's be honest, I have eaten filets in well over 100 establishments and outside of the request "Would you like mushrooms on your steak," the filet comes natural without any sauces.

Assumptions kill businesses, plain and simple. They are very much like the lemon and butter sauce that this eatery assumed that everyone would like and furthermore, management did not have to tell the patrons about the sauce because of this assumption. These assumptions keep many well-written strategic business plans from being effectively executed. Remember, the steak was not eaten.

Unfortunately, much like the Bill and Hilary story, many businesses do not even recognize the assumptions that are guiding their decision making and problem solving skills. Until you identify your assumptions, you will continue to have challenges and ultimately create dissatisfied customers who are very willingly to share their stories with others.