Archive | The Tour Bus

31 May 2011 ~ 0 Comments

fifteen minutes to live

fifteen minutes to live

Nothing, absolutely nothing is as important as what you have right now. What is in the past is behind you. You have, willingly or unwillingly, learned from it and it has added to the character you are today. Right now.

Bad things have happened to you. Great things have happened too. If you try, you can remember both as distinctly as though they happened today. There are the gaps in-between where nothing seemed to happen, a status quo was maintained, but things did happen and during those times you really weren’t stagnant – you still had hopes for the future and dreams you wanted to fulfill.

It is possible you feel as though you have lived a full life already. Even if not, how successful you are in life is the sum total of the experiences you have had and the people that you have met along the way.

In your mind pick up a pile of little flags and push them into the ground at the points in your life where, had it all ended right there that instant, you would have been happy and felt like you had lived a great, full and complete life.

In front of you is a blank sheet of paper you have yet to write on. Other people may try push the pencil for you, but it’s your pencil and your paper and what results is your work. This is not important other than to know that it will always be your pencil and your paper. The pencil is in your hand right now.

Write stories. Fall in love. Love someone more than you ever could yourself. Learn something new every day. Be uncomfortable. Fear. Feel pain. If it is not working, start again. Regret nothing. Produce something you are exceptionally proud of. Reach satisfaction. Read books. Intently listen to people around you. Reach out to someone you have always wanted to. Complete a story. Be useful, not useless. Care.

Push little flags into the ground every day.

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01 June 2010 ~ 0 Comments

more gas

more gas

Things need to change around here. I think I know exactly what’s needed.

Business textbooks, MBA courses and the common logic around change prescribes more. More process, more people, more money.

A friend who was moving to the US from France told me of a theory he’d heard about American companies. When there is a problem, American companies immediately apply ‘more gas’.

If something is broken, if a company isn’t performing well, the last thing to do is add on top of the mess. Instead refine, simplify, intertwine people and communication and focus only on doing one or two things exceptionally well.

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06 May 2010 ~ 0 Comments

floor’s on fire

floor’s on fire

Simply put: do not sit on problems. Sort them out and do it quickly. If you’re standing watching the floor burn, it’s going to reach you at some point.

In a parallel of the ‘broken windows theory’ , a problem left alone will begin to breed like a disease. People will notice it. They will start to comment and be affected by it. The problem will move to the epicenter of everything else you are aiming to accomplish and, if left long enough, will likely encompass your other goals.

That’s not healthy and it’s completely avoidable. Kill a problem and kill it quick.

Whether it be a misunderstanding, a misrepresentation, a truth that’s distracting or even a person who is agitating and proving chaotic – aim for the heart of the issue and get it resolved.

The people around you will appreciate the quick resolution.

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06 January 2010 ~ 0 Comments

one two three change

one two three change

Change is tough to absorb for anyone. Even the biggest change junkies I know (myself included) have some mental adjustments to make when change happens.

If you’re having to introduce change to a person, team or crowd, here are the steps I’ve seen repeated time and time again in a successful change event:

The first time around
Before you begin, make sure everyone knows what’s about to happen. The easiest way to attract a negative reaction is to keep folk in the dark.

In the first time through a new process, there is always a high degree of discomfort within everyone involved. The new process is brand new and the participants spend the majority of their effort getting familiar with it.

Expect a high degree of negativity, procrastination and confusion. Your role in this is to micro manage ever step of the process. Focus on the process, not the people. Make adjustments to the process only where strictly necessary.

Time two
As uncomfortable as it may have been (and it ALWAYS uncomfortable or you’re not doing it right), round one brought familiarity with the process. The second time through finds the gang knowing the direction but trying to fully figure out their role in it. Or, more specifically, what they want their role to be in the process.

Never underestimate the willingness of individuals to drive toward what they want to do versus what they’re told to do. Observe the people with a magnifying glass and adjust roles accordingly.

Third time lucky
The process is now known. Good. The people who are riding the rails of the process have found their place. Even better. Familiarity kicks in.

The third time around is the first time the change starts to become habit for everyone involved. Participants will start to talk authoritatively on what needs to happen. From here forward you can make refinements and slowly start to retract from the management of the change, process and people and move on to changing the world.

Be the boss throughout. Don’t criticize or join in the negativity. Take the high ground, make it make positive sense for everyone involved.

Sitting on your ass doing nothing will result in nothing. Bring change. Feel uncomfortable. It is up to you and no-one else to make it work.

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