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Name of author Rick Baker, P.Eng.

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Tonic for Toxic Business

by Rick Baker
On Dec 16, 2011

Business Contains Only 3 Things: People, Process, & Situations.

When People are doing Processes in Situations - when People are doing business - the business culture can be described as:

  • as good as it gets
  • good
  • satisfactory
  • bad
  • as bad as it gets
A survey of business people, regular 'normal' folks, confirms:
 
Given a choice of work culture most people would choose 'as good as it gets' or 'good' or, at least, 'satisfactory'.
 
I would like to feel comfortable when I am working.
 
I would like to feel positive about my work environment.
 
I would like to enjoy my work environment.
 
I would like to be enthusiastic about my work environment.
 
I would like to be passionate about my work.
 
People say things like that.
 
People do not say things like...
 
I want to feel uncomfortable when I am at work.
 
I want my blood pressure to hit all-time highs every single workday.
 
I get a kick out of arguing with co-workers.
 
I like it when my boss takes a big strip off my hide...that's the way to keep me on track.
 
Hating the thought of another workday...that's what turns my crank.
 
Regardless, many business people struggle in a negative work culture every single workday.
 
Sometimes the work environment becomes so negative people become toxic. People become poisonous. Some people become infectious. And, sometimes work cultures become unhealthy. 
 
When work environments become unhealthy people have choices:
  • complain, which feeds spreads the problem
  • be silent, ignoring the unhealthy culture and doing nothing to address it
  • depart...either quit or fire people in an effort to ablate the unhealthy parts, much like a surgeon does
  • make constructive changes
Constructive Change means Constructive People Change, which means Individual People making Constructive Changes by removing Bad Habits and adding Good Habits. And, it means Individual People sharing stories about and celebrating the arrival and spread of new Good Habits.
 
Carefully planned new Actions are the keys to change...new Actions are the tonic!
 
 
 
 

When I think about the future...

by Rick Baker
On Dec 9, 2011

I was listening to 'Keys to Success' when the following picture popped into my head:

 

  I like It I don't like it
I see    
I don't see    

 

In 'Keys to Success', Napoleon Hill was asking his readers/students questions like:

  • Where are you going?
  • How strong is your desire to get there?
  • What changes are you making to ensure you get there?
 
These are straightforward-enough questions.
 
And, straightforward-enough does not necessarily mean easy enough or simple enough.
 
One of the things we have noticed when we help people with Vision statements is: most people experience some difficulty. This is absolutely normal. About 19 out of 20 people experience difficulty describing in vivid detail the future they would like to live. For many people, it is difficult to be concrete about the future. After all, when it gets right down to it nobody can predict the future. On the other hand, most people have desires, wants, and needs. Often, those needs are strong, embedded, life-long needs. And, everyone has some level of imagination. Imagination exists in us. Why, it even works while we are asleep - creating various types of dreams...some quite fantastic. Yet, when it comes to people picturing their future, most people have difficulty. To help them, we have designed 1-Page Tools. for example, here is a link to one VISION: 1-Page Tool
 
The picture above forms the basis for another 1-Page Tool...a simpler tool, which will help people who need help to get into the swing of visioning, envisioning, contemplating, and finally holding a Vivid Vision of their desired future, firmly in their minds. In relative terms, it should be easier to start by considering the near-term future...say tomorrow.
 
When you think about what you expect to live through tomorrow:
  • What do you see happening?
  • What don't you see happening?
How do you feel about those things you expect to happen and those things you expect will not happen tomorrow:
  • Do you like them?
  • Do you dislike them?
 
Use the results to help your imagination take baby steps farther and farther into the future.
 
Then you can answer those important questions:
  • Where are you going?
  • How strong is your desire to get there?
  • What changes are you making to ensure you get there?
 
 

Tags:

1-Page Tools | Change: Creating Positive Change | Vision: The Leader's Vivid Vision

How much must YOU CHANGE to realize your dreams?

by Rick Baker
On Dec 8, 2011

You probably will not read the words in this sentence if:

  1. you don't dream about achieving
  2. you think change is overrated or 
  3. you think you are incapable of making personal changes.
It is times like this I wish I was the most-gifted writer...then you would still be reading and wanting to read more.
 
However, the reality is there are more people who 'turn off' to this topic than people who 'tune in' to this topic...let's call the business people who do not dream of achievement or embrace change with an open mind the Unchanging Majority.
 
Hopefully, you have less than the normal share of Unchanging Majority people at your business. 
 
Regardless, you will have some of them. That's not 'bad news', it is just a fact. And, it is a fact you can deal with. You simply need to recognize people are different. Some people, due to past events dating back perhaps as far as the day they were born, for a huge range of reasons, do not dream of business achievement and do not embrace personal or business change with an open mind.
 
Is this a material problem for you?
 
You can get a better handle on the extent of the problem by rating yourself and rating others, using a Minus10-to-Plus10 Scale
 
Rate yourself in 3 areas:
  1. How vivid are my business dreams and how strong is my desire to achieve them?
  2. How important is it for me to make personal changes for the better?
  3. How willing am I to do the tough work of creating new Good Habits

Rate your people, one by one, in the same 3 areas.
 
Compare yourself to your people...check out the gaps.
 
Consider the significance, the broad implications, of your Good Habits!
 
 
 
 
 
 
 
 

In the Clutch of Ideas

by Rick Baker
On Nov 23, 2011

People are fond of their own ideas.

As a rule, the attachment is strong: I like my ideas and you like your ideas.

That`s the way normal people feel and think. And, those normal feelings and thoughts influence people's behaviour.

When you come up with an idea, say a solution to a problem, you tend to like your idea better than alternative ideas presented by other people. Your idea is your invention, your 'brain child'.

Your ideas clutch you. 

If you do not self-monitor and self-regulate then you can find yourself held firmly in the clutches of your own ideas.

While the clutch of ideas can lead to great innovations and inventions, more often than not, it also adds a repulsive flavour to your personality. Of course, that's not a good thing. A repulsive personality is not a good thing because it reduces your ability to gain the cooperation of other people...which is necessary for your success.

A magnetic personality is a good thing.

So, no matter how terrific your ideas are you must self-monitor and self-regulate their delivery.

Some say you should use pre-thought-out series of questions, designed to trick or manoeuvre other people so they come to the conclusions you desire. Socrates used those techniques. That was over 2400 years ago. It is clear, this in-the-Clutch-of-Ideas problem has been around for quite some time. It is part of the human condition. 

Other people take advantage of various forms of power to cause people to accept their ideas. This worked really well for millennia, however, it is becoming increasingly less effective....for a number of reasons beyond the scope of this article.

The points are:

  1. People are prone to find themselves in the clutch of their own ideas.
  2. It is much harder than it used to be to bulldoze your ideas through other people.
  3. Better solutions are required to succeed in the 21st Century.
The 1st Action steps are:
  1. Self-monitor...understand the extent of the clutch your ideas have on you, then impose limits on that clutch.
  2. Self-regulate...be at least a little bit more open to other people's ideas.
  3. Allow your thinking to be more creative...for example, take a lesson from Edward de Bono's 'Six Thinking Hats'.

Baby Steps

by Rick Baker
On Nov 22, 2011

When babies learn how to walk they make all kinds of mistakes.

I don't remember making mistakes when I learned how to walk but I do remember our boys making walking-mistakes when they were about a year old. And, I know this is common because I have seen every one of my friends' and relatives' babies do it.

Sometimes babies' little legs give out and they fall straight down, onto their little behinds. Sometimes they trip over the smallest of obstacles. Sometimes their little feet just slip right out from under them...and down they go. Sometimes their little hands cling to things like tables, they walk a bit while they are holding on then fall down as soon as they let go of the tables.

Babies fall down a lot.

And while that is going on people applaud them...especially parents and grandparents and other close relatives. They don't mind it at all when babies make all those baby-step mistakes. In fact, many of them seem to derive great joy from these experiences. Often, people carry on in celebration of the failed baby steps...encouraging all the babies to keep on taking more and more baby steps.

I suspect this is a world-wide phenomenon...a baby-step pandemic.

Why?

Why do people put up with let alone derive great joy out of all these baby-step errors?

Perhaps, the answer lies in a 200 year old quote from William Drayton, American politician and author:

"Change starts when someone sees the next step."

Maybe people see the baby's next step?

Maybe, when people see that next step it is a fine step?

Maybe people always see a fine next step?

Maybe it doesn't matter if the baby makes a mistake...it is always a fine step?

Maybe babies, who illustrate to us just how challenging a baby step can be, help interested people see Change before it happens? 

Tags:

Change: Creating Positive Change | Family Business and CFFB

Entrepreneur - Defined

by Rick Baker
On Nov 18, 2011
3 forces drive entrepreneurs:
  1. Entrepreneurs have this burning feeling inside them…a Need To Achieve something. I describe it as ‘a wanting’.
  2. Entrepreneurs have a desire to create and Build Things Of Value.
  3. Entrepreneurs have a need to Be Recognized As Different – a different type of contributor.
These are defining internal forces driving An Entrepreneur.
 
In addition, An Entrepreneur is a business leader who:
  1. Recognizes, uses, & develops People Strengths…first in self and then in others,
  2. Clicks with other People [has self-control & a pleasing-enough personality], and
  3. Is ready, willing, and able to lead change…first in self and then in others.
These are the defining characteristics of – the key Personal Strengths of - An Entrepreneur.
 
These 3 forces coupled with these 3 characteristics form Spirited Leaders’ definition of An Entrepreneur.

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.