From Orphan to Soul Man

By Michael Kline
as published in Conway Daily Sun

I spend several weeks each year, attending retreats and seminars to hone my training and coaching skills. Of course, each of these adventures involves as much personal growth work as it does skills training. Personal growth work is not difficult or painful, except when it is. My regular readers know that I am always willing to share my vulnerable and uncomfortable growth lessons with you. This is one of those articles. I am writing this article from Denver, where I just finished my final week of Certification Training at The RIM Institute. Regenerating Images in Memory (RIM) is a powerful Integrative Wellness Technique useful for myriad issues personal and professional. As a RIM facilitator, it is important for me too consistently do self-work, which is the subject of this story.
This story is for the benefit of anyone who has ever been, or would likely be, embarrassed at a workshop by participating, speaking or performing in front of the entire class. Picture being asked to share a personal story, or to lead the class in a dance exercise as an energy break. The worst one I have ever done until this week, was to get into a group, and lead them in a dance. Disco. The group was to follow my lead and mimic my every move. Just shoot me. I survived that exercise when I did it a year ago, but I disliked it enough to not want to inflict it on my own classes, so fear not, regular students!

Last week, my classmates and I received an assignment so bizarre, I was certain it was a trick assignment. Perhaps the goal was to get us to stand up to authority and refuse to perform such a ridiculous task that could not possibly serve any purpose other than to humiliate us. I have a great deal of trust in our instructor whom I have known and worked closely with for over a year, so I decided to play full out. Then I thought I might make a run for it instead. I could head to the airport and abandon my certification. No, no, I can do this. No way, I can do this. This cannot be done. Oh grow up and get to work, I finally told myself. It was 2pm and we had 4 hours until we were to be on stage presenting our work to classmates and invited guests. How far was the airport again?!  Was I being too much of a chicken? It is not like I was asked to play Chicken Little being transformed into Wonder Woman singing This Little Light of Mine. Or worse, I could have been asked to model Professor Higgins from My Fair Lady being transformed into Dr. Seuss singing a Barbara Streisand song. Now that would have been ridiculous and humiliating, am I right?!  These were real assignments, beautifully delivered by two of my classmates. I had it easy; my only task was to portray Harry Potter as the pre-wizard orphan living under his aunt and uncle’s staircase. I was to transform into John Belushi singing Soul Man. Yes, I was given the lyrics and the music, being expected to sing and dance. I don’t sing. Ever. Not even Happy Birthday. I rarely dance in front of sober people. Actually, I am certain I have never danced in front of sober witnesses. Surely, there would be valuable lessons in this exercise. To think I paid good money for this experience. I combed my hair over my forehead and donned my sexy new Harry Potter glasses. I waived my magic wand with a few spells that were completely ineffective at making the audience or myself disappear. As Harry stopped being small, he discovered powers from within. As Harry transformed himself, using the genius he found within, he grew and found his soul; his voice. As wand and wire-rims were replaced with hat and dark sunglasses… I’m a Soul Man.
Lessons learned: I can sing and dance like a soul man. I will never get a recording contract, but I will do anything to become the person who can best help my students and clients. I look ok in a hat. I look freakishly like Harry Potter in wire rims and I can own that too. I am me, and once I did what I once judged ridiculous, I found that the judge voices I have carried in my head for 50 years were silent. They dared not speak. I think I scared the crap out of the voices in my head. They probably left for their own little judgmental airport for fear of being embarrassed, caught in their lies and weakness. No little voices in our head can be as big as our true voice once found and expressed into the world. You do not have to do this particular exercise, but you do have to find your voice and your soul and share them, lest you die under the weight of the weak and judgmental voices carrying lies.

It’s all in your imagination

By Michael Kline
as Published in Conway Daily Sun

When we imagine an amazing dinner, a walk on the beach, a new romance, or just getting home to relax, the images in our mind are very real to our brain and our body. These images can change our heart rate, our breathing, our stress levels... the brain does not know the difference between real and imagined. If you close your eyes and imagine you are on a giant rollercoaster… slowly, slowly, rolling up toward the sky… looking almost straight up… you feel yourself leveling off at the top…the track disappears in front of you… your stomach senses the impending drop… you feel that? Even as you sit safely on the ground, reading this article, you can create a physical reaction in your body. Your brain sends the same signals raising your blood pressure and stress levels, and releasing cortisol and adrenalin as if the event were real. If you have ever blushed when embarrassed, or if your stomach churns when you speak in public, you are already a believer in the mind-body connection. It is so easy to demonstrate how our brain affects our body whether the event in our brain is real or imagined. Somehow, when it is suggested that our brain has a role in disease, illness and physical pain, we tend to prefer a reliance on western medicine, pharmaceuticals and hard science. As science advances to explain phenomena that only a few years ago were considered too hokey for mainstream consideration, it begs bigger questions.

If the brain has such influence over the physical body, imagine the influence it has over our emotions, fears, hopes, inhibitions and even our most strongly held beliefs. Humans are born with only two natural fears – the fear of falling and the fear of loud noises. Everything else is a learned fear, based on some experience or outside influence. The things we hold most dear in our belief system are all made up and placed into our minds by our parents, teachers, preachers, TVs and experiences. Imagine if just some of the things you were convinced to believe were false. What if you could earn a living doing what you love? What if you could find the perfect mate? What if being fat (or skinny/short/bald/poor/stupid) was not in your genes? What if you were smart enough to pursue what you want? What if guilt did not exist? What if money was not the root of all evil? What if you were pretty enough? What if you were strong enough? What if the neighbors’ opinions did not matter? What if thinking of yourself was not selfish? What if worrying and was unnecessary? What if suffering was optional? What if you were not subject to harsh judgment for every mistake you make? Would you be willing to consider just the possibility of some of your beliefs being untrue?

This concept affects everything we do at home and at work. If we believe we are always subject to harsh judgment for mistakes, are we less likely to take risks at work or in business? Does being successful at work require taking some measured risk? For many people, just speaking an opinion or idea out loud, even when solicited by the boss, is too intimidating due to the fear of being judged stupid, naïve or unqualified in some way. It is easier to stay quiet than take the risk. A low-trust environment may have influenced this, or more likely, it is the perception of fear based on our imagination. Somewhere in our childhood, we made a decision about how the world works. We all have vivid memories of mini-traumas; maybe it was that time in the third grade when you raised your hand, made a silly comment and everyone laughed at you. Maybe your parents sarcastically said you would never be a brain surgeon. Whatever it was, maybe it is time to reconsider your beliefs. After all, a belief is just at thought that we keep on thinking. Once we think something, we start to find and store evidence to prove our thoughts correct. Then we keep thinking it and it becomes a belief.

When I work with private clients, they have amassed evidence to prove their beliefs. In a typical session we identify the original thought that started the belief and uncover a mountain of evidence that would prove alternative beliefs. Armed with new evidence to consider, it is then possible to make new choices about how their world works for them.

Having witnessed this transformation too many times to count, I know we can choose a new truth. We can show up at work ready to serve and prosper, while helping others prosper. We can come home every day, fulfilled and eager to enjoy our loved ones. We have the power to use our brains to alter our physical state in an instant, which means we have the power to use our brains to create whatever experience we want in our lives. Sure, it takes a little training and sometimes a lot of clearing of old ways, but consider the payoff. What if dreams really do come true? What if anything really is possible?

Accountability, a threat or promise?

Imagine you are sitting in a meeting at work. The manager leading the meeting announces, “we are going to be holding you accountable for results on this project.”  What response do you feel in your gut? You might think this is great - finally, the lazy bums I’ve been carrying will be doing their fair share. More likely, you might feel that the entire team is being threatened – as usual, management will be looking for someone to blame if their plan doesn’t work. If you work in a culture of high trust, you might feel reassured. Your team makes and keeps promises to one another and this project will be no different. You can count on others to support you and they will be counting on you.

What does accountability mean anyway?  When we first learned about accountability as a child, it was probably through one of three ways, religion, parenting or teams/society.  Your lessons in accountability might have been threatening - as in when you die, you will be held accountable for your sins. You better not screw up, or your will pay for every mistake or bad decision you ever make. Further, you will pay the ultimate and highest price imaginable. Perhaps your parents had a system of carrots and sticks such as an allowance and privileges associated with the completion of chores and homework, and punishment associated with a failure to perform as expected.  Beyond religion and parents, society teaches us what is expected and how we will be held accountable for achieving or not achieving what is expected.  That society could have been made up of scenes on the playground, classrooms or sports teams. The closest I ever got to sports, was that time I was “sporting” a bad haircut. I learned that, as a child, if you have bad hair, your peers held you accountable for “less than expected” performance. Unfortunately, that playground standard is still the norm for many people, and we all have bad hair days.

I was a band geek, so on a more positive note (pun certainly intended), I learned about teamwork and accountability by only being able to achieve my goal by working with up to 200 other people in perfect harmony (pun certainly intended), to produce the desired outcome. There was an implied and voluntary promise to practice, learn our parts, listen to one another, play in the background when that was your job, and to step up and perform brightly in a solo when that was your job. Every mistake made in practice brought encouragement from the “team” who could not succeed without my success. Every mistake was letting my friends down and drove me to work harder for the goal.

This was different from any other experience in my young life because it was voluntary. I chose to be in band. When we do not care about the goal or the team, there are not enough carrots and sticks in the world to make us better.

Accountability works best when it is a voluntary, two-way promise, made between parties with a high level of trust, to produce win/win results that matter to everyone involved. When employees have no input in the plan, when they are told what to believe in and how to produce the results, when teammates are negative and uncaring, it is impossible to carrot and stick them into being accountable for your success. A culture of mediocrity will not produce more than mediocre results. Results will only change when the culture changes.

To be accountable is to be trustworthy. Like all virtues, this begins with our self. Without it, we will not be comfortable being held accountable and we will not honestly and effectively hold others accountable. If we break our promise to get up early, exercise, eat right, be patient with our kids and clean the garage, we no longer trust ourselves. We do not like or feel good about people we do not trust. If this resonates with you, do not beat yourself up. I teach a number of methods to turn this around easily and quickly. You are a good person who is doing good things. Most of us just need a tweak now and then to get back on the right track.

Involve your team, keep your promises and be strong enough to value feedback. Engage your team by actually wanting and valuing their input. Keep promises by making sure you keep promises to yourself. Solicit and value feedback – after all, if you are screwing up and no one says anything, it means they have given up on you. Only speak what you truly believe and do what you say. Most of us think we already follow this, but others might misunderstand our actions and not believe we walk the talk. In teams, others’ perceptions are critical if accountability is to be a promise, not a threat.

Appreciating Employees

By Michael Kline
as published in Conway Daily Sun

Before you look for ideas on how to show your appreciation to employees, it is easier if you actually feel some appreciation for them in the first place. Where do you fall on the appreciation spectrum? 

At opposing ends of the spectrum, one employer (who may sound shocking to some) says “Employees are paid to do a job; they cost wages, benefits and taxes, plus recruiting and training is expensive. Now they want a bonus for doing what they were hired and paid to do in the first place. There is no loyalty so they’ll leave the minute they get a better offer anyway.  Most employees only do what is required of them, and only care about their paycheck.”

At the other end of the spectrum, an employer (who may sound shocking to some), says “I could not live without my staff. We would have nothing if not for them. Most of the best ideas come from my people, my customers love them and they come up with solutions to problems before I even know we had a problem, they create new ideas to make our work more fun, and they’re always inventing some new and better way of doing things. I owe my career and financial results to my team!”

If you find yourself wishing you lived at the positive end of that spectrum, but it seems unrealistic, you should know that such work places do exist. In fact, they are more common than you might think. If you’ve never seen such a workplace, it may seem impossible to achieve. I invite you to expose yourself to more positivity – read books like Theory U (okay, that’s a giant book that never ends, but I would give you credit if you just skimmed a few chapters). Read Conscious Capitalism and/or Firms of Endearment.  The companies featured in Firms of Endearment are the highest super-achieving companies in the world, yet what they do and how they do it is startlingly simple. The culture described above is in fact, possible as soon as the leadership believes it is possible. Once their minimum financial needs are met, most staff values appreciation more than money and benefits.

To increase your appreciation of staff, start by appreciating your staff.  That’s right, appreciate is a verb – it is something you do, so just do it. I have a few gratitude buddies. Each morning, I text this small group a short statement of something I am grateful for.  There are 4 of us in the group, so if I forget one morning, I will get a text or two from my buddies to remind me. I admit, some days it can be difficult to feel grateful, even though intellectually I can name 100 little things for which I could be grateful, I may just not be feeling it. Bringing this to my attention is powerful. I force myself to state something, anything.  You could do this at work each morning and make it about something or someone at work that you are grateful for that day.  You may be surprised at how powerful this exercise is when you do it every day. If you’re at that point, you could encourage your entire staff to participate in something similar.

If you are not normally one who expresses your appreciation, you may be seen as insincere when you start making awkward and manipulative sounding statements. Just smacking someone on the back and saying “good job” might backfire and build resentment. I suggest you be honest and make yourself a little vulnerable. Simply start by admitting that you have become aware that you don’t express your appreciation well and you would like to get better at that. Tell them up front that you are trying to get better and that you value their contribution. If you are a step-by-step person, try building up to the thank you in 3 simple steps – use their name, tell them what you appreciate them for, how it helped, and then end by saying thank you.  For example “Alice, I appreciate your help with the newsletter. Thanks to you, we got two new customers this week who responded to your idea you put in the newsletter and it already brought in X dollars. Good job. Thank you!”  Now, would that be so hard?  - Remember – use their name, what they did, how it helped and thank you!

Anyone can do this, you don’t have to wait for your boss to lead the way. In fact, the boss might get more comfortable after she sees you modeling it! Anyone can follow this technique with any co-worker, boss, supplier or customer.  Think about it, on days when you went home feeling under-appreciated, would it have helped if anyone at all had shown some appreciation to you? Of course it would!  So you can do the same for anyone you meet. Try it on the cashier at the grocery store. Try it on your spouse or children. As the saying goes, become the change you want to see in the world.

I appreciate you. I am grateful to my readers who email me and share my columns via Facebook or email. This helps spread positivity and productivity to others and when you send me messages it encourages me to write more and lets me know my work has value. That makes it much easier for me to do what I do every day. Thank you!

Engagement:The Missing Link


By Michael Kline with Howard Stanten
as published in Conway Daily Sun

You can’t get very far surveying the current wisdom of cutting edge management theory without coming across the issue of engagement. Organizations like Gallup and Towers Watson continue to do large scale research on the issue. Leaders across all sectors are talking and complaining about engagement. “Why won’t they just engage?!” I heard a leader say recently as she shook her head in frustration and banged her hand down on her desk.

There are three primary reasons for the lack of sustainability experienced in most efforts to bring higher levels of engagement to the workplace:

1) Top level leadership does not engage in the organizational transformation programs they initiate. There is want for someone or some program to “fix my people” but less willingness to begin the change process at the top.

2) Mid-level managers put up roadblocks that squelch implementation. With fires to put out coming from above and below, managers will not prioritize change efforts especially if top leaders themselves are not engaged.

3) Organizational change efforts overlook winning over the hearts of the people in the organization. Dr. John Kotter of Kotter International emphasizes that most change efforts have a mind/heart focus of 90/10 or 80/20. Kotter argues that to get sustainable transformation, successful organizations need to have at least a 60/40 heart/mind focus.

“Focus on the heart?” “We haven’t got time for that, we’ve got a business to run!” Such reactions are common place. But, so is the desire for increased engagement. This begs the question, “What is engagement, anyway?” Any definition will include at its core the emotional stance an employee takes towards his or her work. Engagement, in the final analysis is all about emotional connection. Leaders want their people to be enthusiastically involved. Leaders want proactive problem solving. Leaders want increased discretionary effort. An enthusiastic, proactive problem solver that takes 100% responsibility and gives 100% effort is someone who is fired up and passionate about what they do.

Stephen Covey taught that we now live in the “knowledge-worker” age. In the by-gone industrial-worker age, most of us were asked to hammer square pegs into square holes. The knowledge workers of today, however, are most often asked to figure out how to get square pegs into round holes. Workers who show up saying “Just tell me what to do” are dis-engaged and costing the organization money. Leaders who show up with a disinterest in learning how to win over “the hearts” of these workers are also dis-engaged and costing the organization money.

In the New York Times and Wall Street Journal best seller, Drive, Daniel Pink’s research clearly shows that knowledge-workers are motivated by autonomy, mastery, and purpose. Today’s worker wants to feel that they’re valued enough to try out new ideas, have the satisfaction of getting really good at what they do, and feel that the work they do matters. Sounds a lot like the knowledge worker wants to be engaged. Why then is engagement such a challenge?

In a recent meeting I facilitated, one of the front line employees said, “I absolutely love my job, I just miss it. We have a lot of changes happening around here and not much appreciation for all the work we are doing. We have some new ideas, but no one is listening. Honestly, there’s not much gas left in the tank.”

This employee is clearly becoming dis-engaged. Her opportunity to try new ideas (be autonomous), grow in her job (gain mastery), and feel like what she does matters (be connected to purpose) are all being threatened. The irony here, again, is that she wants and her leadership wants her to be engaged.

The missing link is “winning over her heart.” Leadership must listen to how she feels about issues related to autonomy, mastery, and purpose. To do so, leadership must fully engage with this core sustainability strategy. If brought forth with a sense of urgency, transparency and authenticity, managers will prioritize and engage in the effort as well.

Leaders must also allow themselves to be vulnerable enough to hear feedback about their own leadership. Vulnerability modeled from the top will create an atmosphere of trust and interdependence. Simply put, a leader who wants engagement needs to stop banging her hand on the table and start having conversations with people at all levels about how they feel about issues that matter to them. Leaders that want engagement need to, as Stephen Covey once wisely said, “Seek First to Understand.” Real understanding involves putting yourself in someone else’s shows. It involves empathy. It involves connecting not just at the head but at the heart.

As a local resource on the topic, on April 22nd, we are offering a seminar entitled “Engagement Leadership.” Are you a leader challenged with the issue of engagement? Are you willing to take 100% responsibility for meeting this challenge? Go to our website for details.

The Emotions of Success


By Michael Kline
as published in Conway Daily Sun

Emotions may be more important than all other success ideas combined. I’ve been teaching workshops based on a book called The Success Principles – How to Get from Where You Are to Where You Want to Be, by Jack Canfield. This book, hailed as the new self-improvement classic, contains 67 of the most powerful principles of success known to humankind. In my studies of the subject, I have come to understand how the many principles interact and sometimes even contradict one another. I also learned the complexities of principles that otherwise seem really simple on the surface. I have had the pleasure of befriending not only the author but some of the people featured in the book’s success stories. All that aside, the biggest breakthroughs I experienced were not in the book. My personal breakthroughs came over time as I slowly processed the information from 8 weeks of workshops and countless practice sessions. I was gradually (think polar caps melting) moving from processing information in my brain to creating awareness in my heart. My personal success breakthroughs came to me in my own time and place and in my own head and heart; mostly heart.

A lot goes on in my head. It is a busy place; sometimes even chaotic. My intellect has gotten me through the launch of six successful businesses of our own and dozens of successful startups, mergers and sales with franchisees and clients over the years. My intellect, while not always right, is pretty smart. But, as brains go, it doesn’t have anything on my heart. It turns out that my best ideas, happiest moments and brightest communications have always happened when I’m in my heart, not my head. When I get in my head, I get very average. When I’m in my heart, I’m brilliant, irresistible, unflappable, confident, and humble all at once. This, you and I have in common. Science is only beginning to learn how powerful the heart is as a brain. I have discovered that my heart doesn’t have the inner voice, constantly judging me, others and the situation. My heart doesn’t have the inner voice of restlessness, hyper-achievement, perfectionism, or my Aunt Jeannie telling me why I’m not good enough. No, the heart has connection to our highest strengths, purpose and passion. Spiritually, mathematically and electrically speaking, our heart has connection to all other people and the infinite resources/Source of the entire Universe. So what does it mean to get out of our head and into our hearts? How does that work and does our heart really work better? What about business, financial and career decisions? Should we reserve the soft, touchy feeling stuff for relationships and counselling sessions? It is my contention that success in every area of life is better found through the heart.

What is that feeling inside that causes a little hesitation just before you pick up the phone to call the boss you need to listen to, the prospect you really want to become a customer, the employee you need to correct but don’t want to lose, the upset client you want to save, or your mother. Perhaps you approach every call or contact with complete confidence and certainty. What might you be missing that would have you be a little less cavalier – is there something you don’t know that you don’t know? And what would it take to rattle your nerves a bit, are you only calling on people and only dealing with situations you know you can be confident in? Would you be willing to welcome being uncomfortable if you knew you could get comfortable being uncomfortable? When are you going to start calling on people and dealing with situations you don’t think you can handle? Will your intellect alone get you through the tough challenges and find you a solution for every challenge you face? Neither did mine.

What I found is that when I am highly resourced, in touch with my imagination, my unconscious and sub-conscious mind, my connection to Source Energy, and feeling it at a deep level, I can handle just about anything. I think more clearly and creatively. I connect more easily with most anyone, and I find joy in my work. Making decisions and thinking with the heart is not an easy or a fast shift to make, but it is a shift that some of the most successful entrepreneurs, athletes and scientists throughout history have discovered. Somehow, when we get to work, we put our brains in charge and leave out the vast majority of our resourses. I am willing to accept that my brain may be very capable, even impressive. I am infinitely more resourse when I tap into my heart because I am tapping into my connection with you and the collective intelligence we all share. Let us find more ways to come together, literally and figuratively to solve the complex challenges we face. Let us all tap into our genius and the genius we are made of so that we can all rise to our greatest potential in everything we do.

In my workshops, I introduce some concepts to help get you “out of your head” along with all the information you can turn into your personal success story. Details are on my website for our next success principles workshop.

People vs. Systems

By Michael Kline
Published in Conway Daily Sun
Picture Systems, systems, systems... for years, it seemed like all I talked about. The fact is, most large businesses have serious systems
challenges and most small business have a serious lack of systems all-together. The truth is, your systems are designed perfectly to produce the results you are getting. Repeat that and read it slowly: Your systems are designed perfectly to produce the results you are
getting. Slow sales? That is a result of your sales system. Blame it on the weather? The economy? Your sales team? Your systems allow for these factors. Even if you sell parkas and it never gets cold, perhaps your sales system has a lack of diversification. Just about everything that happens is the result of your systems or lack of systems.

I hear your point that your systems didn't cause your key supplier to go bankrupt, or your mall's anchor tenant to move out, leaving you with no traffic, or for your most productive employee to get married or retire. So how can I constantly preach that everything that happens to you is your responsibility? That everything is within your power? I thought you would never ask!

About every few months, most organizations have a challenge that, if left unaddressed, could jeopardize the success of the organization. It would make sense then, to have a system for adapting to change. Now before you roll your eyes and tell me I'm crazy, this isn't some deep philosophy of embracing your inner thinker or forgiving your mother.
This is about a real, tangible, teachable, practical and useful approach to handling change and activating your team to their battle stations.

I've always preached that to produce predictable results, you should design your business around systems, not people. Then, you hire people to run the systems. This remains basically true for many small startups because most small startups are not launched by people with a natural orientation toward creating systems. Either way, your systems will be obsolete very shortly anyway. The marketplace is moving at break-neck speed, so no matter how good your idea is today, it is likely to require minor or major adjustments soon. What's more, is that even if you were smart enough to create all the systems (hint - you're not), how do you inspire everyone to follow your systems? How do you create the accountability for following the systems? How do you find time and energy to create the next new system after you're in the deep weeds trying to juggle everything you have to do? Right, you create a system for
creating systems!

This “Mother of all Systems”, will need to have a rhythm to it - our recommendation is a quarterly review of systems and the people running them. Annual employee and system reviews are far too infrequent to be useful. (If you don't do it at all, you should feel a little panicky right now). Covey's first habit of highly effective people - Be Proactive. That means find and fix problems before they happen. The way to get ahead of the curve and stop living in crisis mode, always "putting out fires" is to get into the practice of "fire prevention". Quarterly review of all systems and the people running them and weekly accountability with every team member reporting in on their contribution to the systems. This is hard core, focused, highly productive, strictly enforced, take no prisoners, all-business, no-more-Mr. Nice Guy, my retirement is on the line, grown-up work time! The Industrial Age is dead (no newsflash there). So why do we still try to motivate and correct employee behavior with the old model?

To do all the above will require a team of people who love working with you and with each other. We need to create
a serious game that people take seriously and still have fun playing. Professional sports players take their work very seriously, work very hard, are extremely disciplined, held accountable, and have fun loving their work. Why then, in the typical workplace do we think that people can't enjoy their work life the same way? Let's be brave enough to be vulnerable, to ask for help, to count on the team, to invest in the team, to nurture the team, to engage the team and to hold the team accountable. It's time we took all the wisdom from the great business books we read and figure out what it would mean to really apply the lessons. I mean to really, really apply the lessons. My greatest joy is helping an individual or business discover how to put into practice, a system they created to produce the results they want and to repeat that process with predictability. You can get this process started on your own by reviewing your own goals, the systems you have to reach those goals and the people running those systems. Contact me if you get stuck, I'm good at un-sticking.

Its summer, so I hope you're reading this from somewhere beautiful. If not, we can work on that as a new goal! Because my systems allow me to be where I want, pursuing what I want, I'm in Scottsdale this week, renewing my personal and professional skills. I promise to find some time to work on my next column about systems for communicating vision and co-creating goals and strategies with your team.