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Large and small companies want happy customers, happy employees and suppliers happy. Save Regardless of whether a multinational or a mom "& Pop", who are enthusiastic supporters represent a market, while a person is upset, a liability. Studies have shown that the average "satisfied customer" refers five people while the average "dissatisfied customers" to oust the 11 people.

Companies and industries spend large sums of all customer requestsExpectations and even more important to further increase these expectations. This is a game without end and if you lose twice as many people will be disappointed by more than one had heard of the content.

The key will be to manage the factors that determine the satisfaction of customers, employees and suppliers, with their experiences of interacting with a company.

Let your world, centered around them!

When people are born, they believe that they are the center ofuniverse. As children grow and mature into adulthood, they learn slowly that the world does not revolve around them. Find businesses in their approach to customer-service to give customers the feeling that once again, transform the world around them. Instead of drawing on his childhood, a company seeks enthusiastic supporters of the axis should be to have experiences.

The PIVOT model provides a simple mathematical approach to understanding and even predicting the social and individualResponse to an experience. The pivot model is another lesson in the Office of the disaster area. PIVOT stands for:

Probability P =

I = Impact

V = Vulnerability

O = Outrage

T = Tolerance

Each component of the pivot model puts a numerical value on the factors that the response to experience a company has determined. This is an indicator of "Customer Satisfaction". To apply the pivot of the model, each component mustunderstood.

Probability

Probability = the probability of an experience Audit (0% to 100%)

It was borrowed from the traditional risk management and actuarial science, is the probability that an experience or event basis, the emphasis on the frequency of historical experience or event. The simplest is the probability of how often an experience or event, divided by the total number of possible experience and events.

Impact

Impact =The impact of an experience (positive or negative) on a scale of 0-3

(0 = no effect, 1 = Low Impact 2 = moderate impact, 3 = significant impact)

It is often said that to assign an event or experience of an impact, but a value for the degree of impact is often complicated. The pivot model concerns the reaction to an experience or event, and is subjective in nature, so that impact is a subjective measure based on past experiences or eventsEvent.

Vulnerabilities

The vulnerability = vulnerability to the impacts on a scale of 0-3

(0 = None, 1 = Low, 2 = moderate,) 3 = Significant

How is the impact, vulnerability historically based, subjective measure of vulnerability to the effects. Location is, of course, when things have taken previously and had no effect, the security gap is zero, but if an impact occurred in the past, people have an intrinsic sense of vulnerability and subjective, whichsubjectively measured.

Outrage

Outrage = The perception of the experience on a scale from -3 to 3

Insult was initially identified as a component of risk communication by Paul Sandman, PhD. Sandman model identifies two factors influenced and predicted that the need for risk communication in case of failure of a company, hazard and outrage. Sandman noted that while the needs are perceived as high risk of risk communication, a little 'softened Outrage, during whichOutrage require high perceived risk communication, even with a low risk.

Sandman never quantified the amount of indignation, but the pivot of the model, the outrage is a calculated value. Calculation of Outrage requires an understanding of two additional values, expectations and satisfaction.

Expectancy = perception of what reality should be on a scale from 0 to 3 BE

(0 = None, 1 = Low, 2 = moderate, 3 = high)

Satisfaction = perception of reality, what is actually on a scale from 03

(0 = None, 1 = Low, 2 = moderate, 3 = high)

Understanding the expectations and satisfaction, can be calculated Outrage:

Outrage = expected – Satisfaction

The interesting result of the calculation of indignation and insight was provided. Since the expectation of the perception of what would become a reality, and satisfaction is the perception of what is actually reality and the fact that a company can not change the perception of people is really the difference between expectation Outrageand reality.

Tolerance

Tolerance = The state of mind in relation to the experience or event.

Tolerance is a measure of the degree of enthusiasm or anger in response to an experience or event, and how to calculate the rebellion, the calculation of tolerance is a vision seemingly incredible because the bad economic news can lead to quite a few ' seemingly good economic news of a complete disaster business. In order to calculate the tolerance, we first calculate the risks and dangers.

Hazard = Impact +Vulnerabilities

Risk = Probability x Hazard

= Probability x (Impact + Vulnerability)

Having previously calculated Outrage is now in its quantitative risk tolerance is simply calculated, and if Outrage is a negative number, positive number (absolute value) is used to calculate the tolerance.

Tolerance = (Risk) | Outrage |

Therefore, the tolerance (anger or enthusiasm) are activated equally dangerous for the strength of the rebellion.

Choice Epidemic Enthusiasm

A Glancepoint to two classic historical examples of how companies are accurate and powerful, the model of the influence of the pin for public sentiment and individual.

McNeil Pharmaceuticals is an excellent example of risk communication to the contamination of Tylenol cyanide product. The application of the model pivot, the probability of dying from a contaminated pill 100% and the impact, if such an event occurred and vulnerability were both high, and then represent each scored 3 points. The calculations for the risk andResults in a risk score of 6 with a hazard score of 6. The expectation of the public was high (3 points), as he has never had a serious problem with a product McNeil.

When the company responded to the public, the product from the market and promise not to return to store shelves until safety can be guaranteed, satisfaction was moderate (2 points). But when McNeil did well on their promises, satisfaction was high (3 points). Could have caused outrageparalyzed the company's return on the market was practically reduced to zero.

When Outrage zero (leave) = satisfaction, is the tolerance of the guests, always equal to 1. (Mathematically objections click to the power of zero equals 1).

The textbook is very different from McNeil / Tylenol New Coke / Coca-Cola Classic. Coca-Cola Company, has dominated the cola market in decades started with market research shows that Pepsi Cola dropped a small percentage of the market share of cola. Infor a carefully studied and planned efforts for the loss of small market shares, new formulation of Coca-Cola, Coca-Cola Company. Moreover, the use of the pin on the model, the probability for the new product on the market was 100%, but groups of market research and focus found that the effect is minimal (1 point) would be, although the susceptibility the effects of moderate (2 points). Risk assessment and hazard analysis and results in a value of 3 and a score of 3

If the new formulation wasShelves, the expectation was high (3 points), but satisfaction with the new formula was not present (0 points). The score of tolerance of 27 predicted what followed. Consumers started hoarding the "old Coca-Cola" and vigil against the "New Coke". Review the likely impacts and vulnerabilities shows that loyalty means to the taste of the "old Coke" formula that was both real and Vulnerability Impact 3 will be 6 was Hazard Risk 6, and tolerance was) 216 (a score high as possible.Despite the reintroduction of "old Coke" as "Classic Coke" came only years later, greater customer satisfaction and a score of tolerance has decreased dramatically.

Se) Outrage is a positive number (expectations> Satisfaction is the score of tolerance the mirror image of Anger (negative image) felt the business world.

But is not the end of New Coke / Coca-Cola Classic history. A recipient is not intentional, but not unexpected misstep Coca-Cola Company was Pepsi Cola.Regardless of the success or failure of the new recipe for Coca-Cola was the probability that the shelves of products to make 100%. Coca-Cola's market research was correct, the impact would be the Pepsi Cola were high (3 points) and the number two product in the market, the vulnerability Pepsi 'was also high (3 points). Pepsi-Cola had a lots of driving on reformulating Coca-Cola with the highest risk class of 6 and a score of 6.

If the "New Coke" disappointedCoke Pepsi consumers were consumers from the fact that Pepsi was not encouraging, which reformulated. The expectation of a change in taste was not present (0 points), while satisfaction was high (3 points). For Pepsi Cola, was the indignation of the negative score (-3), extraction of Evaluation of tolerance of 216, but unlike Coca-Cola customer, the customers were predictable Pepsi enthusiastic about their favorite product. The same event, the same reality, different result basedProspects and expectations.

When Outrage is a negative number (Satisfaction> leave), the tolerance of the guests felt a mirror image of enthusiasm (positive image) to the world of business.

Manage what is manageable

In the final analysis, the probability, impact, vulnerability, perception and reality can not be changed. Of all the factors that the sentiments of the public and individuals and anger involving payments enthusiasm, the hope is the only factor that can be changed and,lesser extent, to an event or experience. Therefore, if expectations of prevention can be adapted, the reality could be changed is Outrage. With the expected direction, the anger is demoted for concern; concern is to convert and Opportunity Opportunity is refreshed enthusiasm.

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Tool Denver, CO Pepsi Center 07-21-'02 Setlist: 01 Fripp 02 Tuva / Sober (Intro) 03. Sober-04 4 ° 05 The Grudge 06 (-)-Ion 07 Stinkfist (Extended) 08. Forty-Six & 2 09. Schism (Intro) 10. 11 parabolic 13 Schism Parabola Eon Blue Apocalypse 12 The 14 patients 15 Ænima 16 Intermission 17 18 available. 19 Reflection Triad (with guests Mike Patton and John Stanier —– Of Tomahawk) 20 Positive Speech / Wings for Marie (Intro) 21. Lateralus Duration: 02:09:20 All the photos taken from performancesThe '01-'02 Not Enough? … You Guys Want More? Here are some more shows! youtube.com

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This is the last performance for the TSO concert at Pepsi Center. Great show, I was always the guitar at the end! Taken from the central section (BBB) in the 4th Row Beethoven 5th/Requiem

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EOG 2009 WE.Pepsi.ted (UD – 11) ……….. wemadefox_soccer vs (N – 5) ticket: (2) Ancient Isles I'm moving into a new house so he will win the internet "t connected for a while. 'So it will not be uploading videos for 5-6 days. Update WCG 2009 the United States remains one final game. WCG USA at New York Anime Festival days and hours at the Jacob K. Javits Center are: Friday, September 25th 1:00-7:00 Clock Saturday, September 26th 1:00 — 7: 00 clock Sunday, September 27th 10:00 am to 5 pm: 00PM comments forGames / player / match-up race that you want to see.

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1) The Beach – With a name like Datona Beach, this should be the number one attraction. Datona has 23 miles of pristine beach for your enjoyment. Main Street Pier and Ocean Walk Village are the places "hot" on the beach, accessible from a range of activities BEACH, restaurants, amusement arcades and all the sports rental shops on foot. It is also possible in a small fishing village on the pier, if you want.

2) Daytona Beach Boardwalk – Take a little 'time to enjoy the old-style arcadeThe mini-kart. You can also use a variety of souvenir shops, is a cable car ride, and enjoy musical entertainment at the band shell from the sea and much more.

3) Daytona International Speedway – No trip to Datona would be without a visit to Datona International Sppedway, home of Datona is completed 500, the Pepsi 400, NASCAR racing and much more. The day I do not consider race, a guided tour of the tram tracks, or the show NASCAR history, the DatonaMortgage Dreamlap, the Richard Petty Ride-Along. For the more adventurous take, you have a car for a few laps on the course.

4) Museum of Arts and Sciences – The museum is best known as housing, paints a unique portrait of Eva Perón in Argentina, while he was alive. Other attractions include art collections from China, Africa and Cuba There are also fascinating exhibits of the history of Florida, including mammils fossils as well as a planetarium and a sculpture garden.

5) MarinaScience Center at Lighthouse Point Park – The center offers a fascinating vision of the underwater world. You have a 5,000 liter aquarium artificial reef, a series of interactive displays and a wet-dry-laboratory study of the sea. Of particular interest is the sea turtle program rehabilitiation they run.

6) Bulow Plantation Ruins State Park – once home to a plantation and sugar factory, which was founded in 1821 and destroyed during the Second Seminole Indian War. The park offers aVariety of paths and the possibility of having the ruins of the sugar factory and a museum open to walk.

7) Ocean Walk Village – This is the place for holiday shopping and entertainment venues. Ocean Walk Village offers restaurants, bars and a margarita fajita, Mai Tai, and a variety of other restaurants and a 10-screen cinema, a Harley Davidson shop and much more.

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Marvin Bower, a lawyer at McKinsey in 1933. Only six years later, after the death of James O. McKinsey, Bower purchased the then 18 persons, accounting management company with regional presence and 13-year history of the problem of existence. The 35-year-old Marvin Bower was the founder, author and inventor of the "Management Consulting."

Lets put this in perspective – in the '30s and '40s in the United States, the agreement was considered a less desirable work of any profession, such as law,Medical, military, etc., was usually the third or fourth child, which had meant nothing to inherit.

Marvin after the acquisition of the company, turning the division accounting and cash flow accordingly. He was sure that the company will be in business consultancy McKinsey. En route to his ideas to work with top management to solve their biggest problems.

Its decisions, the philosophy and concept of operation and placed on her company wasdo that – in the interest of the client and the 'long-term interest of society that others do not. "From the date of acquisition of the property until his retirement in 1992, formally Marvin lived and breathed this vision. He led come from values, the economy.

In 1959, the best result was achieved in the Office Assistant Gerry Adling. He was intelligent, responsible for significant revenue (almost 30%) and was seen as leaders of the future. Worked on top of a management organization for the study. Hechanged and had recommended the creation of a new department and the location of the customer. It is recommended himself for this position, not in writing or formally, but in verbal communication. CEO happened to be a good friend of Marvin and told him what had happened. Gerry Marvin ha chiesto se fosse vero, e Gerry ha detto: "Sì'…. Marvin gli disse:" Hai 30 minuti per evacuare. Its done and over. "

McKinsey in the days that had a culture that has promoted the dissent was encouraged to express .. ManyPeople to make the potential loss of businesses have expressed concern about the controversy over the hasty solution Marvin. They argued that it was an informal chat and Gerry, given his record company would give a warning. Marvin simply responded by saying: "If you are not willing to take the pain, live with your principles, because they are the principles."

A few days later, Gerry said one of his closest friends at the company, "did the right thing. I was wrong values. And in the act. If he had not doneThis would only increase. Values and would have consumed the economy. "

You must be wondering why I'm telling this story. Stress and stress again, a critical point about modern management. Most organizations, my guess is 90% of them to govern the economic situation is likely to sell the company. Most organizations talk or visit happened to be in these days of very exciting visions and goals. Some double its business in two years, about five years and some evenTripling it. Everything wrong with that? Absolutely not. Only that I believe this is a wrong approach to achieve the economic goals of society and are eventually defeated the final goal.

To examine the example Gerry. How many companies did you find out who is the control of a man 30% of companies on a "value" on fire? Will be yours?

You can say, why should they? Finally, we are on track to achieve their business goals.

Not achieve the economic goals and tasks, isIf it is the primary goal. There is a reason for this – that the performance is tolerated and rewarded through the values affiliates. How does the executive against the values that you bring the culture of "money-mental, jealousy, quarrels, etc. This can be your financial goals in the short term but lead to an eventual collapse of the round.

The development of a strong economy is essential to the creation of an organization, but nothing can beatgood reputation and outstanding people. Financial reputation (for the provision of "excellence") will direct the company to compromise and lose their independence, to provide excellence. Imagine this in your organization, how many times you have a service or product to a customer because he "wanted to or because" it was easier to sell "against" a solution that we know that she's really good? ? How many times? I'll answer for you – a lot … The reason isPressure on you to produce financial results.

Even if all this seems very normal and correct – there is a downside. Management through the economic logic does not always do the right thing. What is the right thing? They exist because you have a customer. The correct view, then, what is in the best interest of the client, if not know or does not recognize! Management of the economy can not achieve this objective, the management of values. The number has a valuecustomers.

A few days ago, I had a meeting with the client 3000 and a former CEO of a VC company has a goal – CR 7500 will be over the next five years. A year to help them one of the big (BIG), advice to develop structures and strategies to achieve this goal. My friend tells me, told them what he had in mind, his vision, goals, etc., and the consulting firm that has a very good job. So that is going to give them a new project. I went through some ofthe stuff that these "reputable" company and not say anything, I was totally disgusted. Here is an example of what I have said so far – the company has met the managing director, hearing his great plans and dreams to achieve this monstrous financial and began their ideas into effect .. I with this desire is very well designed, aesthetically correct "values", the document is about. These six values are not talking about not talking to a customer aThe integrity and ethics in achieving the vision and said, "people '… it mentions things like focus, speed, non-profit, risk, etc. ..

For those who have studied or management with experience know that this is incorrect. You can see our values (individually or as a business), our behavioral results. Our behavior will achieve performance. I asked my friend that the number one reason that his instrument is to achieve its 7500 cr will. He said: "We have already obtained a pipelineOrders. All we need is one of our customers and our employees to stay with us to serve well. "I looked at him and asked a simple question" what your values encourage this? "

You will see the consulting firm, wanted to see what the customer. They have no attempt by any stretch of the imagination even to imagine what could be the right thing to do. The reason is simple – the consulting firm, more than anyone else 'is executed, the results from internally … I have said before and I sayin turn, does not always focus on economic management the right thing.

If the values as the focus, speed, gain, and risk in the results – Yes, they could .. Will be able to create an organization for the long term … NO .. People create organizations and businesses, people, internally and externally. Can not survive, an organization that does not take an "outside-in" approach, the test of time. Outside-in means that you have everything from the perspective of the customer.

TheLast question: I asked my friend, "the company to keep your customers want to do business?" Who said a vision statement 7500cr in 5 years, or have the bag is a customer? What will you do for your people? Chase customers will receive push the system to do something and at the end of the day, in some way or provide critical monitoring of customers' needs with them to develop solutions that good relationships and a reputation of trust inMost "

The answers were simple. One is a result of management through the economy. There may be a result of focusing on values.

My friend could not believe the end of our two-hour meeting that it is a few crores paid for the consulting firm. I was not surprised. This is not the first time I have seen the value destroyed. Behold, the people consulting with the company on behalf of the company are not held responsible. They work hard, really, and give everything for the customer. And 'the dominant culturewithin the financial goals of the company, which prevents them from running the risk of acting independently and without fear – so they are not able to interview the CEO and say that's wrong.

I remember three or four years we have been consulting with smaller companies. We thought along with hundreds of ideas and strategies to be implemented .. It did not work. Now I know why .. All the time that focused on business results. The client could not understand that, with a great team, because the resultsdid not come, I have not, so we have always tried new and different things. We forgot the "values". It was ignored, if the values have been lived and implemented. In retrospect, I am 110% sure if we have just done, would the rest fell into place.

Professional values, are not the personal values that differ substantially in content and purpose. But the leadership has to show live the same strength and integrity of corporate values. Business Values create a mentality andCompass for decisions and actions.

Again, rather than documented independently of values, economic and financial objectives for one of the main engines. It must be recognized that entrepreneurial values, depending on the parameters that will give us the societal goals and means of competition and service to the customer to define – and thus the creation of long-term benefit of society.

Values include a choice of means to achieve the objectives and guidelines for all decisions in research.This statement made me see that at the center of a piece of cake for any organization, are the goals around the customer. Logically, even if someone only half a brain is, value judgments of customers have chosen in their interest, their interest in the measures selected, the client shall ensure that with you. Will be called upon to provide a means of ensuring market capitalization and profitability of the product in a different way. If only one fourth that half applied, we immediately recognize thatfinancial targets are not values, and can not be accepted as a policy, we will unfortunately lead to the parameter.

Values are not professional financial goals. Although financial considerations can not be ignored are the business objectives must be of non-financial. If they are, the company does not work is to provide customers and, finally, to enjoy lower profits.

Think about it!

Sincerely,
Chetan Walia

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"Life is a movie and you are the star, giving it a happy ending." The actress and comedian Joan Rivers and said that it is really for the treatment and management of organizational changes and in life. I learned this as a Marine sniper in the jungles of Vietnam. I found there as part of the United States Marine Corp, but I was out of the experience for me. It serves me to this day.

If you are leading or managing change, people under yourFee will have different reactions to changes. Few will be able to embrace the blocks, many are fighting. You can help. As popular speaker Larry Winget says, "Shut Up, Stop Whining and get a life!"

The first thing you do to help people in a way, but simple way to help them go home and look in the mirror. Each of us should stop joking same day. In order to ask them, 'Where are my current practice of me? " This means that if I continueto react and behave as they are, these changes – where will I be?

You see, people need to understand that once you start to go to "change" goes in this direction … The choice is in how they react. The understanding of this principle has come too soon for me. My first patrol in Nam as a sniper came with a force reconnaissance team in the mountains near Laos. We plan a patrol of ten days, and my partner and I have just enough, c-rations for ten days, barely. We did not wantcarry excess weight.

Well, after ten days, for some reason, the helicopter did not come to receive us. Recon sergeant hard, we know from food, approached and said: Do not complain. "It 'was three days before the helicopter arrived … not eaten for three days. What had changed, but we lived and we learned and changed. To learn from the good people in your organization.

Understanding first-hand must take my first key to helping people to accept changeand decide if you want to stay with the organization. I have a test that I have people in my laboratory, as it was designed to move, given the fact that things are changing, and you can get, with the changes, or run should Cope. It is simply a fact.

The test can do this …

1. The first question is, you still have a job? If you do not work then we try and focus on finding a new one. The change is different.

2. SecondQuestion is what are the facts you know to be true, as they relate to you? We all know everyone that goes to change, while horriblizing here, we want people to change what is true, because they focus on them.

3. The next question is, now you know some facts, such as the effects that you personally? This is only the people "Get Real". Are these changes really affect you, or are influencing others, and is projecting 'the changes for you? Payto understand and be safe.

4. There are several other issues between them, but for this article may at this … You are in denial of everything you see and what you fear? Here you can get people to stop and clean jokes.

5. The following questions may focus on the person, how they behave and feel the changes. You can not change what you do not recognize. Attention must be real and always doing something.

6. Lastfocuses on this issue … Their situation is confident or powerless? While this needs further explanation, if the hopes for you, then stay and work out. If it is powerless … Get out now.

The key to help move your people to the management of change and not fight it, in it to make a decision based on their answers, if I go or stay. If someone just does not get with the program for their mental and physical health, which should choose to leave. It must be civil, youshould help, but it should stay.

Living on the other hand, if someone decides, as most of them, must understand that while you do not want and need feedback on the process, the resistance is acceptable. It is important that this message will be delivered early in the process of change. Otherwise, a lot of fun in the carnage to follow l '.

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People change their entire lives but argue every time someone else wants to make us change. Think about it? Look back on your life and all progress comes from change. We talk about it, think about it, complain about it; then we dig our heels in when change is what makes the world go round. And it drives businesses crazy. So what do we do about this thing called change that everyone on earth whines about?

The first step to changing your business or life is to accept, I mean really accept, that all progress in life comes from change but not all change is progress. What does that mean? It means that you have to look around and realize that every major breakthrough in life, such as medicine or science, has come with a break ‘with’ the past. Think about it. New medicines or vaccines, men on the moon, no one thought those things were possible so they had to let go of old thinking to create something new. They had to break ‘with’ the past to enjoy a new and changed future and so do you and your business.

Okay that takes care of all progress comes from change but what about not all change is progress? We only have to look to Washington and our illustrious Congress to realize that when they make a change ninety-nine out of a hundred times it sure isn’t progress. The Bozo’s we elected as leaders make laws every day that are change but not progress.

The second step is to say I am responsible. If I am going to change my life or my business it is up to me, no one else. It is not the fault of your father or mother or your boss that you are the way you are. Just take responsibility, accept no excuses and understand that if you are to change, it is up to you and no one else. For goodness sakes I saw a Marine Corp martial arts instructor on TV the other night with no hands … you can do what you desire if you will.

The third thing is to begin by answering two questions. The first is what problem am I trying to solve? That means what are you trying to change? Don’t say I want to look better, feel better or change our department. Be specific. The second question to answer is what will success look like when I solve this problem? Again, be specific and don’t just fill up a sheet of paper wishing something will change.

I once counseled with the VP of an $8 billion company who asked if I could help. I said, what’s the problem? He spent two and a half days telling me he fundamentally wanted to change the way he delivered their products. I finally said, “If I figure out how to deliver your cement on helicopters it would fundamentally change the way you deliver but so what?” He slammed his fist down and said, “If I don’t take $2 dollars a ton out of our delivery cost I’ll be fired!” You see cost was the problem, the $2 was specific and that’s what I am talking about.

Once you get this far you’re ready for a change.

Start by looking in the mirror and being honest about where you or your organization is today. I mean brutally honest. You have answered where you’re going and what success will look like when you get there, now you need to have a stop kidding yourself day about where you are right now. Only then can you know how far you have to go to reach your change goal. This is what I call removing all of the BS. It’s not right or wrong, it just ‘is’.

By establishing where you are today you know how big the gap is that you have to bridge. Once you know the gap then you decide if you are willing to pay the price it will take to make the journey of change across the gap between where you want to go and where you are today. It is important to know if you will make the commitment before you make the leap of change. Otherwise you get discouraged and feel worse and if you’re trying to change an organization your people will spin wildly into the funnel of cynacism. Don’t let that happen to you.

After you know where you’re going and that you’re willing to pay the price to get there, sit down and make a plan. Your plan needs to be a realistic stretch. You need to stretch yourself and your people without forecasting heroism. Heroes just happen; you don’t build them in to a plan. Your plan must be doable or you’ll quit before you get started. You must be honest again, will you have the daily discipline to take the steps necessary to complete the journey from where you really are today to where you want to go. It’s not rocket science, you can do it by knowing you will either suffer the pain of discipline or the pain of regret.

The journey of change is as normal as the seasons we love to experience each spring and fall, but it’s easier ‘not to change’. Why? I don’t know. It doesn’t matter. It only matters that you know it is possible to change at any stage of the game. The steps above are simple; you don’t need therapy or a life coach or one of the big consulting houses. You need to want to change and follow these simple steps. And when you fail, dust yourself off, get up and get back in the game and keep making your way across the gap between what problem you are trying to solve and what your success will look like one honest, disciplined, sometimes painful step at a time.

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