I have developed the habit of listening to audiobooks on my commute. Since my commute is only about 20 minutes each way, I get less than an hour of "reading" in each day which usually is not enough time to finish a book in the 21 days I have before the library calls the audiobook due (I rent books on my smart phone from OverDrive). So I have gotten into the habit of listening while I do the dishes. This gives me extra listening time soI can finish a few books a month (somehow my wife and kids dirty a lot of dishes while I am at work:)). While I think this annoyed my wife at first because she was not always interested in my book, now I think she appreciates only having to do the dishes occasionally and has moved into the other room while I listen and clean. Now I only annoy her with conversations about the books...we can't win them all.
As an aside: according to Tom Corley http://richhabits.net/?s=read+non+fiction 63% of wealthy people listen to audio books during commute to work vs. 5% for poor people... I must be one of the 5% :) I wonder if when I become wealthy I'll pull the wealthy up to 64% and the poor people will drop to 4%...
I recently finished listening to a book Today Matters: 12 Daily Practices to Guarantee Tomorrow's Success by John C. Maxwell. I really liked how he discussed how each practice affected him in each decade of his life. This sort of showed me a timeline of how practicing each of his "Daily Dozen" principles could affect my life if I start living them now. As a physical therapist I recognize how small changes in behavior can make large changes over time, but it's easy to give up before you see the fruits of your labor. Almost like a farmer giving up on his seeds because he doesn't see them germinating underground. Many times it takes a long time to see progress and it can be difficult to recognize the progress as it comes slowly. I often tell my patients that they may not notice the changes just like a child cannot see their growth in height day by day, but it is significant if measured against a standard scale every 6 months or year.
Maxwell recommends ranking the daily dozen from 1-12 with #1 your strongest and #12 your weakest. Then discuss your ranking with a friend. Then spending 60 days working on two practices from your top 6 and one from your bottom 6. I had trouble ranking them 1-12, but dividing them into top 6 and bottom 6 was easier. Below see the list of "daily dozen" in the order he covers them in the book. I am starting by working on #'s 2, 4, and 5. However, I find that they all are connected and I can't help but be working on others simultaneously. As part of #5 and in an attempt to not overly annoy my wife with random babblings about the books I am listening to, I will begin posting more frequently in this blog. I also feel that this will show my progress in much the same way Maxwell demonstrated his. Without further ado, the daily dozen:
1. Attitude --> Possibilities
2. Priorities --> Focus
3. Health --> Strength
4. Family --> Stability
5. Thinking --> Advantage
6. Commitment --> Tenacity
7. Finances --> Options
8. Faith --> Peace
9. Relationships --> Fulfillment
10. Generosity --> Significance
11. Values --> Direction
12. Growth --> Potential
Now get out there and live them every day...because Today Matters!
Friday, July 24, 2015
Saturday, March 7, 2015
Winning in the Margins--50 cents = $434,124
Winning in the Margins!!
Richard Paul Evans wrote the book The Five Lessons a Millionare Taught Me. Lesson four is "Winning in the Margins". It's been several years since I read his book and I don't truly remember how he explained the principle, but this principle is one that has stuck with me and somewhat haunted me. Though this isn't exactly how he meant it, if I remember correctly, I'm beginning to see that we need to "win in the margins" of every part of our life and business. Said another way, it's the great magnitude of little things.
I’m convinced that this is the primary reason for business success or failure. Success in business finances and personal finances isn't a matter of doubling income, it's a matter of doubling net profits! This can be done in several ways. A failing business and successful business are usually not that far apart. Understand that if I make $4,000/month and I am saving $400/month. I only need to make $4,400 and save the extra $400 to DOUBLE my retirement income. In other words an increase of 10% in salary can increase your retirement savings by 200%! And if we take the same principle into retirement things get even better! If you can retire on 100% of you retirement savings (and I hope you can, otherwise you probably should think three times about retiring, and then keep working instead) then you can blow the extra on whatever floats your boat (how 'bout buy a boat and then buy what floats it to the little island that you also will own one day) or retire a lot sooner! Or realize that your time is freed up to make some real money and make a real difference in the world and your world.
All the little things matter a ton! It’s the last little push that makes all the difference. Your salary pushes you up the hill, the margin pushes you the last 3 feet so you can coast down the other side. Once you've paid for all of your expenses, every dollar you earn goes in your pocket (after Uncle Sam picks your pocket of course).The little things--the extra dollar you earn (Richard Paul Evans' mentor's meaning), the extra dollar you don't spend, the extra smidgen of a percentage point added to a loan, the extra smile you give your customer, the extra perk you give to over-perform, the extra flair you give your marketing, the extra thanks you give your employee, the extra few dollars negotiated in a business contract, the extra $1/hour you negotiate in your salary which equals $2080 if you work full time. If you can’t get an extra dollar try an extra 50 cents for $1040, or even 25 cents for $520. Ask your boss for an extra 25 cents when you are negotiating your salary--who can say no to that?--and you get yourself a nice Christmas bonus of $520. You may even get a Christmas bonus from work too!
In addition to skills and attitude (much of which depends on your upbringing and social construct and much of which depends on what you are willing to work for), I bet this largely accounts for the disparity between classes--at least between low and upper middle class. If you and I both live on $50,000 to pay all our bills and you make $50,000 and I make $55,000 and invest the extra $5,000 at 7% per year interest in a Roth IRA from age 20-65 (check out bankrate.com for many easy financial calculators). I will have over $1.5 million dollars when I retire and you will have $0. If I want to double my retirement to over $3 million, I need only make $60,000 per year instead of $55,000. Or perhaps I ask for an extra 25 cents/hour when we get hired and I make $50,520 per year. That 25 cents ($520/year) invested = $158,991 in retirement. You could go on a SWEET 25 cent vacation for $158,991 even factoring in inflation. Or blow it on Christmas for the next 45 years, that works for me too. If you can make an extra 1% (8% instead of 7%) on your interest, you get an extra $58,071. Two simple tiny changes: 25 cents and 8% = $217,062. May as well ask for a dollar, you may get 50 cents and then you’re well on your way to half a million!
As a business owner, if you negotiated 25 cents lower, you could give out some sweet $520 bonuses to all your employees every year! Or if you are an owner of a company with 1924 employees, you could pocket an extra $1,000,000 a year. Of course you’d have to consider whether that extra 25 cents would lose you some good employees or morale which may cost you more. But most studies show there are better ways to say “thank you” to your employees than an extra 25 cents an hour...like saying "thank you"…though a $158,991 Christmas retirement check wouldn’t hurt either.
Friday, August 8, 2014
Just Gonna Be Popular
I've been reading an interesting book called Viral Loop, by Adam L. Penenberg. In a part of the book that doesn't seem to flow with the rest, but perhaps explains the rest of the book better than the rest of the book, Penenberg goes on a tangent about human nature and the societal and human need to be connected with others, and yet be special. It jives with some of my recent thinking about business and life. Here are a few questions to get you thinking:
Why does that 3-9 year old boy or girl that you've never met before come up to you at the park and yell, "Watch what I can do!"?
Who was the most popular girl or boy at your school? Why? Were they actually the most interesting person? Why did almost everyone want to be friends with them?
Why do lunchrooms/cafeterias in every circumstance have tables that are full and tables that are empty? Why do you sit at the table that you do (likely the full one in some circumstances, and the empty one in others)?
Are the most popular movie actors and actresses the best actors/actresses?
Why do some businesses with great ideas fail? And yet why do you know what a Snuggie is?
Why do you like certain people, companies, products, candidates?
Why do combat troops follow certain leaders into battle against all odds?
Why do some sports teams/athletes know they can win no matter what?
Why did you share that funny quip on facebook? Why did you talk about or share that app with your coworker or family member or friend?
Why have or haven't you used the incentive program from work that pays you money if you bring in a new employee?
Why is it hard to sell something you aren't excited about?
Why do you make more noise when someone walks in the room?
Why did you share your food at dinner stating, "This is delicious, try some!"? And why did you equally enthusiastically say, "Ugh! This is disgusting! Here, try some."?
Something awesome, new, wonderful, cool, exciting, hilarious, lame, stupid, thought provoking or touching, just isn't that great without someone to share it with.
Robert Kiyosaki (author of the Rich Dad, Poor Dad series) talks about having the necessary business skills to succeed and building a BI triangle. He also states that every person and family and business all have a BI triangle that needs to be in balance to be a success.
Penenberg talks about the need for a product to be good, sharable, and easy to use in order to become a viral loop. You have to want to share it, or you won't...even if they pay you.
This is why incentive programs don't work well, but social media does. What matters in the equation is me...or you. How you touch your customer, friend, family member is more important than you or your product--because it includes them.
People repost that stupid facebook message because it makes them feel important and connected. People don't talk to strangers because they don't want to feel stupid (or get mugged). People sit alone at a table because sitting alone makes them feel safer than the chance of being rejected at the big table. People love to watch Brad Pitt because they wish they could bring him home for dinner. They watch Steve Buscemi because he's a great actor and happens to be in the film (how many of you had to look up who Steve is?). That little kid wants you to watch him, because an awesome trick isn't awesome unless someone can see how awesome it is. And because if no one watches him, he'll have to admit that he's not that awesome. Nobody wants that.
They say people can judge if they like a person in less than 5 seconds. The first impression is the most important impression because nobody likes changing their minds--they are usually right (or else they'd inherently be wrong...and once again Nobody wants that!). I think people can judge a business, or a website in the same amount of time. Only the cyber world functions much faster than the real world. This is both a blessing and a curse. You can become a success much faster, or a failure much faster. But you don't have as much time to make adjustments.
So, how do you make your business or yourself a success? You feed the need others have to be special and feel connected (this is often called customer service). You make yourself popular. The only problem is that I don't know the answer to the question: why was that boy/girl in school popular?
I'm convinced I'm going to have to watch all those horrible 90's chick flicks about high school girls becoming popular to understand.
Other thought provoking questions why does Pareto's law hold true in so many instances? Is the reverse also true?
Why does that 3-9 year old boy or girl that you've never met before come up to you at the park and yell, "Watch what I can do!"?
Who was the most popular girl or boy at your school? Why? Were they actually the most interesting person? Why did almost everyone want to be friends with them?
Why do lunchrooms/cafeterias in every circumstance have tables that are full and tables that are empty? Why do you sit at the table that you do (likely the full one in some circumstances, and the empty one in others)?
Are the most popular movie actors and actresses the best actors/actresses?
Why do some businesses with great ideas fail? And yet why do you know what a Snuggie is?
Why do you like certain people, companies, products, candidates?
Why do combat troops follow certain leaders into battle against all odds?
Why do some sports teams/athletes know they can win no matter what?
Why did you share that funny quip on facebook? Why did you talk about or share that app with your coworker or family member or friend?
Why have or haven't you used the incentive program from work that pays you money if you bring in a new employee?
Why is it hard to sell something you aren't excited about?
Why do you make more noise when someone walks in the room?
Why did you share your food at dinner stating, "This is delicious, try some!"? And why did you equally enthusiastically say, "Ugh! This is disgusting! Here, try some."?
Something awesome, new, wonderful, cool, exciting, hilarious, lame, stupid, thought provoking or touching, just isn't that great without someone to share it with.
Robert Kiyosaki (author of the Rich Dad, Poor Dad series) talks about having the necessary business skills to succeed and building a BI triangle. He also states that every person and family and business all have a BI triangle that needs to be in balance to be a success.
Penenberg talks about the need for a product to be good, sharable, and easy to use in order to become a viral loop. You have to want to share it, or you won't...even if they pay you.
This is why incentive programs don't work well, but social media does. What matters in the equation is me...or you. How you touch your customer, friend, family member is more important than you or your product--because it includes them.
People repost that stupid facebook message because it makes them feel important and connected. People don't talk to strangers because they don't want to feel stupid (or get mugged). People sit alone at a table because sitting alone makes them feel safer than the chance of being rejected at the big table. People love to watch Brad Pitt because they wish they could bring him home for dinner. They watch Steve Buscemi because he's a great actor and happens to be in the film (how many of you had to look up who Steve is?). That little kid wants you to watch him, because an awesome trick isn't awesome unless someone can see how awesome it is. And because if no one watches him, he'll have to admit that he's not that awesome. Nobody wants that.
They say people can judge if they like a person in less than 5 seconds. The first impression is the most important impression because nobody likes changing their minds--they are usually right (or else they'd inherently be wrong...and once again Nobody wants that!). I think people can judge a business, or a website in the same amount of time. Only the cyber world functions much faster than the real world. This is both a blessing and a curse. You can become a success much faster, or a failure much faster. But you don't have as much time to make adjustments.
So, how do you make your business or yourself a success? You feed the need others have to be special and feel connected (this is often called customer service). You make yourself popular. The only problem is that I don't know the answer to the question: why was that boy/girl in school popular?
I'm convinced I'm going to have to watch all those horrible 90's chick flicks about high school girls becoming popular to understand.
Other thought provoking questions why does Pareto's law hold true in so many instances? Is the reverse also true?
Tuesday, August 5, 2014
When People Become Commodities
Stay with me on this one. It all comes together in the end.
In 1856, the Chicago Board of Trade enacted a system for grading corn. This was the introduction to the world of Number 2 Field Corn (for a more technical definition of field corn--if you like that sort of thing--please see the bottom of this post). No. 2 field corn is what most Americans (by "American" in this case, I mean citizen of the United States of America, as Canadians have not fully gone corny and can still buy a Coca Cola made with sugar which they shouldn't be drinking either) eat the most of every day. Think of high fructose corn syrup, corn syrup, corn starch, modified corn starch, corn meal, corn chips, corn flakes etc. And that's just the list of ingredients and products where you will recognize that you are drinking or eating corn, there is also the list of things you won't recognize that are derivatives of corn: ethanol (yes, your car consumes No. 2 field corn too), ascorbic acid, baking powder, caramel color, calcium citrate, caramel, cellulose, citric acid, dextrin, maltodextrin, dextrose, lactic acid, malt, magnesium citrate, xylitol, and my personal favorite, xanthan gum, and the list goes on.
So what's the point? Before 1856, if you wanted corn you would buy a bag of it with a seal or mark on it so you knew what farm it came from. If you didn't like it, you could "vote with your feet" or wallet and buy from another farmer. But you personally would vet the corn yourself. Different growers had different types of corn and growing methods that may yield a better or worse product, but you would get to decide what you liked best. Farmers did their best to produce the best corn at the cheapest prices.
After 1856, all corn that met the standard "No. 2 field corn" was brought to the granary and stored in one large pile to be processed together. Farmers did their best to produce corn that met the minimum standards (No. 2 field corn). As much of it as possible without regard to quality beyond the minimum "No. 2". Corn was officially a commodity. As such it became interchangeable with other corn meeting the minimum standard. Nobody cares where a commodity comes from. If gold comes out of the ground in South America or Africa it is interchangeable as long as it has the same number of carats. If your field corn tastes better than your neighbors, nobody will ever know, because by the time it reaches your table as corn flakes it has been mixed with all the other corn of the same grade and processed beyond recognition. The bottom line with commodities is that increased quality beyond the minimum standard is meaningless.
Earlier this year, I became a commodity. I began working for a healthcare staffing company. When a healthcare professional calls in sick unexpectedly, or has a baby two weeks early, or has a vacation that no one can cover, they call my company. My company sends a "No. 2 field healthcare worker". They send me. Or someone who is interchangeable with me and the person who we are replacing. We are commodities. We have the necessary degree, vaccinations, license and time available. I know of a healthcare professional who could not find a job after graduating (likely because of ageism). After interviewing at several companies with no success after the interviews, she took a job at a staffing company and then filled in for many of the people who were hired in her stead. The kicker--the companies had to pay almost double for her services (commodity prices rise during a shortage).
The problem with becoming a commodity is that you are treated like one. Just like with corn, the people I work for aren't looking for the best replacement. They are looking for any viable replacement. Also, it doesn't really matter what quality of care they provide as long as it meets the minimum standards (nobody dies and nobody makes a scene). What is the number one question a prospective employer is asking? "What is your productivity percentage?" This is akin to asking a farmer, "what is your yield per acre?" It is assumed that the yield meets the minimum standard and no more thought is given to quality. Quality is no longer the goal, quantity is king.
The sad truth is that you can have the largest yield per acre and still be unprofitable. Likewise, you can have all your employees be highly "productive" as a healthcare facility and still be in the red. Productivity matters only so long as you are profitable. Not to mention that with healthcare we are talking about workers and patients who are people and not products like corn. It's a little scary what may happen in the future of healthcare quality, when productivity is the primary driver.
As a side note, if you are in a field where you are commoditized, you need to either differentiate or "de-commoditize" yourself by making yourself or your product special in some way so you can justify charging more for it. Or you need to out produce your competitors and become one of the biggest purveyors of your good or service so you have some control or ability to bargain over prices or control the supply line. If you are unable to get large enough, some industries have had some success establishing co-ops to gain collective bargaining power. If that term sounds familiar, it is because of the labor movement (commodity workers) establishing unions (co-op) demanding worker rights last century.
What is No. 2 Field Corn?
No. 2 field corn is a grade designation of the U.S. Department of Agriculture Federal Grain Inspection Service. It is corn that has a minimum test weight of 54 pounds per bushel at 15.5% moisture. It has a maximum limit of 3% broken kernels and foreign material and cannot exceed 5% total damaged kernels.
https://www.extension.org/pages/39109/what-is-no-2-field-corn#.U93EF0DOdP4
In 1856, the Chicago Board of Trade enacted a system for grading corn. This was the introduction to the world of Number 2 Field Corn (for a more technical definition of field corn--if you like that sort of thing--please see the bottom of this post). No. 2 field corn is what most Americans (by "American" in this case, I mean citizen of the United States of America, as Canadians have not fully gone corny and can still buy a Coca Cola made with sugar which they shouldn't be drinking either) eat the most of every day. Think of high fructose corn syrup, corn syrup, corn starch, modified corn starch, corn meal, corn chips, corn flakes etc. And that's just the list of ingredients and products where you will recognize that you are drinking or eating corn, there is also the list of things you won't recognize that are derivatives of corn: ethanol (yes, your car consumes No. 2 field corn too), ascorbic acid, baking powder, caramel color, calcium citrate, caramel, cellulose, citric acid, dextrin, maltodextrin, dextrose, lactic acid, malt, magnesium citrate, xylitol, and my personal favorite, xanthan gum, and the list goes on.
So what's the point? Before 1856, if you wanted corn you would buy a bag of it with a seal or mark on it so you knew what farm it came from. If you didn't like it, you could "vote with your feet" or wallet and buy from another farmer. But you personally would vet the corn yourself. Different growers had different types of corn and growing methods that may yield a better or worse product, but you would get to decide what you liked best. Farmers did their best to produce the best corn at the cheapest prices.
After 1856, all corn that met the standard "No. 2 field corn" was brought to the granary and stored in one large pile to be processed together. Farmers did their best to produce corn that met the minimum standards (No. 2 field corn). As much of it as possible without regard to quality beyond the minimum "No. 2". Corn was officially a commodity. As such it became interchangeable with other corn meeting the minimum standard. Nobody cares where a commodity comes from. If gold comes out of the ground in South America or Africa it is interchangeable as long as it has the same number of carats. If your field corn tastes better than your neighbors, nobody will ever know, because by the time it reaches your table as corn flakes it has been mixed with all the other corn of the same grade and processed beyond recognition. The bottom line with commodities is that increased quality beyond the minimum standard is meaningless.
Earlier this year, I became a commodity. I began working for a healthcare staffing company. When a healthcare professional calls in sick unexpectedly, or has a baby two weeks early, or has a vacation that no one can cover, they call my company. My company sends a "No. 2 field healthcare worker". They send me. Or someone who is interchangeable with me and the person who we are replacing. We are commodities. We have the necessary degree, vaccinations, license and time available. I know of a healthcare professional who could not find a job after graduating (likely because of ageism). After interviewing at several companies with no success after the interviews, she took a job at a staffing company and then filled in for many of the people who were hired in her stead. The kicker--the companies had to pay almost double for her services (commodity prices rise during a shortage).
The problem with becoming a commodity is that you are treated like one. Just like with corn, the people I work for aren't looking for the best replacement. They are looking for any viable replacement. Also, it doesn't really matter what quality of care they provide as long as it meets the minimum standards (nobody dies and nobody makes a scene). What is the number one question a prospective employer is asking? "What is your productivity percentage?" This is akin to asking a farmer, "what is your yield per acre?" It is assumed that the yield meets the minimum standard and no more thought is given to quality. Quality is no longer the goal, quantity is king.
The sad truth is that you can have the largest yield per acre and still be unprofitable. Likewise, you can have all your employees be highly "productive" as a healthcare facility and still be in the red. Productivity matters only so long as you are profitable. Not to mention that with healthcare we are talking about workers and patients who are people and not products like corn. It's a little scary what may happen in the future of healthcare quality, when productivity is the primary driver.
As a side note, if you are in a field where you are commoditized, you need to either differentiate or "de-commoditize" yourself by making yourself or your product special in some way so you can justify charging more for it. Or you need to out produce your competitors and become one of the biggest purveyors of your good or service so you have some control or ability to bargain over prices or control the supply line. If you are unable to get large enough, some industries have had some success establishing co-ops to gain collective bargaining power. If that term sounds familiar, it is because of the labor movement (commodity workers) establishing unions (co-op) demanding worker rights last century.
What is No. 2 Field Corn?
No. 2 field corn is a grade designation of the U.S. Department of Agriculture Federal Grain Inspection Service. It is corn that has a minimum test weight of 54 pounds per bushel at 15.5% moisture. It has a maximum limit of 3% broken kernels and foreign material and cannot exceed 5% total damaged kernels.
https://www.extension.org/pages/39109/what-is-no-2-field-corn#.U93EF0DOdP4
Sunday, June 15, 2014
Things To Act, and Things To Be Acted Upon
If you have no vision, you are blind.
Duh. In other words, you will not be able to see your path. Ultimately you will by necessity be led by someone with vision, or stumble around in the apparent darkness. Hopefully, you will stumble upon someone with a great vision and hitch your cart to their horse, otherwise the future is bleak indeed.
In nearly every philosophy or self improvement method or book I've read, there are a few concepts that crop up repeatedly. This one is usually near the beginning, because without it, you won't get far. The Bible says it this way, "Where there is no vision, the people perish" (Proverbs 29:18). If you don't know what you are about, how can you be about it? If you are not a thing to act, you are a thing to be acted upon by an actor.
At work one day this week I was doing a 30 minute treatment on a wound on a bed bound elderly gentleman's bottom. He developed this wound because he is unable to reposition himself effectively enough to allow adequate blood flow to the skin tissues. Essentially his tissues are starved for blood and break down because he is unable to make large enough or frequent enough fidgets to allow blood flow to his buttocks and his caregivers did not adjust his position effectively enough. (I get called in when a wound such as this is has not been healing for over 30 days.) Non-healthcare professionals may assume that this is an unusual problem. They would be incorrect with this assumption. Millions of people nationwide, for one reason or another, are literally sitting themselves to death. This man, unfortunately, has become a person to be acted upon.
While performing this 30 minute treatment (while waiting for the machine to do it's thing) I documented his progress (after several treatments he is now healing) and completed some other notes, while listening to the afternoon news on his television. I was pleasantly surprised to hear that former President George H. W. Bush had gone sky diving to celebrate his 90th birthday. Despite his Parkinsonian symptoms, he is still acting on things and directing his life.
Yes, former President Bush is now mostly chair bound (his jump was a tandem jump with a helper). Yes, he has more mental faculties and financial opportunities than my patient. Yes, he has more social support than my patient. But these are things he gained based on choices he made in his life. Now looking forward from my vantage point in my 30's, it is clear that my actions today will lead to my circumstances in my 60's, 70's, 80's, and hopefully 90's and beyond. Why not seize the day and choose to act.
Of note, Mr. Bush also took a dive on his 75th, 80th and 85th birthdays. I'll be watching to see if he makes 95. But whether he does or does not, maybe I will...
http://www.pressherald.com/2014/06/12/birthday-parachute-jump-for-former-pres-g-h-w-bush-today/
Duh. In other words, you will not be able to see your path. Ultimately you will by necessity be led by someone with vision, or stumble around in the apparent darkness. Hopefully, you will stumble upon someone with a great vision and hitch your cart to their horse, otherwise the future is bleak indeed.
In nearly every philosophy or self improvement method or book I've read, there are a few concepts that crop up repeatedly. This one is usually near the beginning, because without it, you won't get far. The Bible says it this way, "Where there is no vision, the people perish" (Proverbs 29:18). If you don't know what you are about, how can you be about it? If you are not a thing to act, you are a thing to be acted upon by an actor.
At work one day this week I was doing a 30 minute treatment on a wound on a bed bound elderly gentleman's bottom. He developed this wound because he is unable to reposition himself effectively enough to allow adequate blood flow to the skin tissues. Essentially his tissues are starved for blood and break down because he is unable to make large enough or frequent enough fidgets to allow blood flow to his buttocks and his caregivers did not adjust his position effectively enough. (I get called in when a wound such as this is has not been healing for over 30 days.) Non-healthcare professionals may assume that this is an unusual problem. They would be incorrect with this assumption. Millions of people nationwide, for one reason or another, are literally sitting themselves to death. This man, unfortunately, has become a person to be acted upon.
While performing this 30 minute treatment (while waiting for the machine to do it's thing) I documented his progress (after several treatments he is now healing) and completed some other notes, while listening to the afternoon news on his television. I was pleasantly surprised to hear that former President George H. W. Bush had gone sky diving to celebrate his 90th birthday. Despite his Parkinsonian symptoms, he is still acting on things and directing his life.
Yes, former President Bush is now mostly chair bound (his jump was a tandem jump with a helper). Yes, he has more mental faculties and financial opportunities than my patient. Yes, he has more social support than my patient. But these are things he gained based on choices he made in his life. Now looking forward from my vantage point in my 30's, it is clear that my actions today will lead to my circumstances in my 60's, 70's, 80's, and hopefully 90's and beyond. Why not seize the day and choose to act.
Of note, Mr. Bush also took a dive on his 75th, 80th and 85th birthdays. I'll be watching to see if he makes 95. But whether he does or does not, maybe I will...
Sunday, May 18, 2014
You Are the Hero of Your Own Story
There are two principles here:
1. You are the hero of your own story. No one else is going to slay the dragon for you. If they do, it was their dragon and their book; not yours. If you want to be successful, YOU have to go out and make that happen. Sure, you can get some help along the way. There can be (and should be) well developed supporting characters that help you on your adventure--even The Lone Ranger had Tonto (as Dave Ramsey sometimes says). But, in the end, as one of my patients used to say, "you are the hero of your own story." What is your story going to be about?
2. If you are the hero of your own story, that means everybody else is the hero of their own stories too. In case you didn't quite catch it, that means that the best you will ever be in someone else's book, is a strong supporting actor. The worst you will be is the antagonist. Don't be someone's antagonist unless it is because you are just being awesome and they are being lame. In other words don't intentionally be antagonistic. In any exchange between two or more people, there are two or more books being written. No matter how awesome you are (or how lame they are), the other person's book is about them. Your book is about you. The best possible outcome is that you are both each others' strong supporting actors, or at least a good cameo.
Dale Carnegie puts it this way, "Remember that the people you are talking to are a hundred times more interested in themselves and their wants and problems than they are in you and your problems." (How to Win Friends & Influence People, Pocket Books paper back edition May 2010, p. 93)
In other words, it's not always about you...or is it? I guess in one book it always is about me...make it a good book!
Anyway, thanks for sharing this part of my book with me. Now it's a part of your book too. mwaa haa haa.
1. You are the hero of your own story. No one else is going to slay the dragon for you. If they do, it was their dragon and their book; not yours. If you want to be successful, YOU have to go out and make that happen. Sure, you can get some help along the way. There can be (and should be) well developed supporting characters that help you on your adventure--even The Lone Ranger had Tonto (as Dave Ramsey sometimes says). But, in the end, as one of my patients used to say, "you are the hero of your own story." What is your story going to be about?
2. If you are the hero of your own story, that means everybody else is the hero of their own stories too. In case you didn't quite catch it, that means that the best you will ever be in someone else's book, is a strong supporting actor. The worst you will be is the antagonist. Don't be someone's antagonist unless it is because you are just being awesome and they are being lame. In other words don't intentionally be antagonistic. In any exchange between two or more people, there are two or more books being written. No matter how awesome you are (or how lame they are), the other person's book is about them. Your book is about you. The best possible outcome is that you are both each others' strong supporting actors, or at least a good cameo.
Dale Carnegie puts it this way, "Remember that the people you are talking to are a hundred times more interested in themselves and their wants and problems than they are in you and your problems." (How to Win Friends & Influence People, Pocket Books paper back edition May 2010, p. 93)
In other words, it's not always about you...or is it? I guess in one book it always is about me...make it a good book!
Anyway, thanks for sharing this part of my book with me. Now it's a part of your book too. mwaa haa haa.
Saturday, April 26, 2014
Delegation--if you don't do the process, the process is useless.
People are terrible at delegating and giving instruction. Not all people, but I do think that all of us could get better at it. I've been doing several online courses and have read several business books that discuss this very important detail of business and every-day life. Lately I've been listening to a book on improving families by Bruce Feiler, The Secrets of Happy Families, Improve Your Mornings, Rethink Family Dinner, Fight Smarter, Go Out and Play, and Much More. The book does not delve into delegating in and of itself, which is probably why it seemed to point out several things that people do poorly in relation to teaching/delegating--and if you think that these subjects are not related, you're severely mistaken. They're practically the same thing. Delegating is just teaching somebody how to do something, and what you expect them to do, and not do, in the process. Anyone needing a thorough retreading of delegation should read 7 Habits of Highly Effective People by Stephen Covey. He lays it out in too much detail, if that's possible, and yet we still miss the point.
How to Delegate:
1. Show them how you do it. Because they need to see and because you may be more particular than you think you are. e.g. Do you hang the toilet paper over, or under? Don't get frustrated that they don't do it like you would have done it, if you haven't shown them how you do it.
2. Tell them exactly what needs to be done and how the task relates to the big picture. People need to know that their job is relevant and appreciated, and affects people in very positive ways. In healthcare, the janitor may be the most important person in preventing spread of contagious diseases.
3. Instruct them on what resources they are allowed to use in completing the task. Don't complain if your employee builds a house out of straw when you wanted a house of bricks, if you did not tell them that you wanted a house of bricks.
4. Instruct them on what resources and steps they are NOT allowed to use while completing the task. This may seem redundant as you have already told them what they can use, but these are two very different things. e.g. "Lydia (my three year old daughter) please throw that paper in the garbage." She proceeds to writhe slowly along the floor. "I'm a fish and the floor is the water," she states. (she is allowed full reign on the method she uses to get that trash in the bin--this is where lots of the magic of delegation happens, they may do a better job than you and with more flare--but she is not allowed to take all day if we are rushing out the door. "You only have 10 seconds to get that paper in the garbage, or you will get a time out (see #5)." Lydia writhes much more quickly towards the garbage. Be very clear on what boundaries they have.
5. Be specific on how they will be graded, and follow up with grading their results. Give accountability--both for a job well done (often forgotten) and for what needs work (often overstated). (Key Results Areas (KRA's) in Dave Ramsey speak)
6. Give them the right amount of leash and get out of the way. (obviously you don't have to show them how to clean a toilet...or do you?) Why must we be taught every year that handwashing has the biggest influence on preventing spread of infections? because every year after the handwashing class, employees from food service workers to doctors don't do an adequate job, or don't do it at all! (think you're doing a good job? The next time you're washing consider the most commonly missed areas and see if you miss a spot: the base of one or both thumbs, the base of the "pinky" finger (where you would karate chop), and the finger tips. Not to mention under a ring or watch.) A wise tip--just pretend they are completely new at what they are doing and you have to teach them everything. Let out more leash as they demonstrate competency. Years of experience don't necessarily equate to years of good experience. If they know they are going to be checked on everything, they'll be more likely to ask questions and learn, and more likely to follow through. Be careful not to belittle, berate, or be condescending throughout the process.
The problem is that all this takes time; and if there's one thing you don't have much of while starting a new venture, it's time. The kicker is, if you instruct well in the beginning, you will save much more time and be much more effective in the future (as will your delegatee).
Causes of Delegation Failure:
1. Too little oversight and training - "...but the reason I hired this person is so I wouldn't have to do this anymore" I know, but even if the job title seems to scream that they should know how to do something, they still need training on your system--this also gives you ample opportunity to perfect your systems and processes by observing where people need more instruction and where less is more. You want your system to be so good that high schoolers could effectively do the work--that's why McDonald's is so successful.
2. No buy in on the importance of the task. - I know I'm just going down the list of what things you were supposed to have done. But that's just it--if you don't do the process, the process is useless. If they don't know it's important to someone, and who that someone is, and that the someone is watching and it affects them, why should they do it and/or do it well. If the teenager doling out meatballs onto your Subway sandwich gives you 6 meatballs instead of 5, it becomes very difficult to do inventory and very difficult to make a profit since the whole cost structure and ordering process is based on 5 meatballs. What happens when someone else works that shift? This is often where we've specialized ourselves into mindless work. We have to see the connectedness. How does what we do fit into the big picture?
3. Not knowing exactly what they are allowed to use. - How much time? How many other employees? How much money?
4. Not knowing the boundaries. - How has this project gone wrong in the past? What are the things that must not happen? There was a study done on school age children where they measured how far kids wandered from the middle of the playground when they had fences and did not have fences. It was found that the kids who had fences explored the full area of the playground while the kids who had no fences tended to huddle in the middle of the playground. We can't accept huddling in the middle of the business playground. Most employee problems are problems with our leadership. Few are actually due to employees that shouldn't be there. If there are a lot of those, it's still your fault because you should have done a better job of hiring!
5. No follow through - Accountability needs to be a positive word. People need recognition for what they are accomplishing. Don't believe this? Ask my nephew--he's 4 years old. Anything awesome in his life needs to be shared, and at top volume! Lay the praise on thick, but honestly. We're all really just 4 year olds at heart, no matter the age.
6. Micro-managing - How much leash do you give? Depends on the temperament of the dog! Now that I've offended all your employees, I'll say it again--it depends on the dog. You really have to know your employees. Some will need you to show them six times that the toilet paper goes on over the top and how to put it on there, then you'll have to watch them to it six more times, then check back tomorrow that they did it correctly or create a teachable moment where you finish off the roll and see what happens. Others will say "duh," and get the job done on the first try. But let them prove to you and themselves that they can and will do things properly under low stress situations before they have to do it in a high stress situation. Doctors call this a residency (even though that is high stress all along). I repeat: you need to know your team members individually, or you may as well do it yourself. Let your kid fall off a stool, but not a cliff. As Feiler writes, let your kid mess up with his $6 allowance so he won't mess up with his $60,000/ year salary or his $6 million dollar inheritance. One kid will be too stingy, another too spendthrift. Let them earn more leash, but when they do, let out that leash.
7. No single point of failure - this means that there are checks and balances. If John gets C. Difficile tomorrow because he didn't follow the handwashing advice above, Sally had better know how, when and why to change the toilet paper roll. Otherwise things are going to go very badly for you when you start getting the same symptoms because you didn't follow handwashing procedure either. Everyone makes mistakes sometime. How badly does a mistake affect you? That depends on your back up plan, and whether you change for the better because you made the mistake.
Bottom line: If you have a delegation problem, you have a you problem. What can you do better?
How to Delegate:
1. Show them how you do it. Because they need to see and because you may be more particular than you think you are. e.g. Do you hang the toilet paper over, or under? Don't get frustrated that they don't do it like you would have done it, if you haven't shown them how you do it.
2. Tell them exactly what needs to be done and how the task relates to the big picture. People need to know that their job is relevant and appreciated, and affects people in very positive ways. In healthcare, the janitor may be the most important person in preventing spread of contagious diseases.
3. Instruct them on what resources they are allowed to use in completing the task. Don't complain if your employee builds a house out of straw when you wanted a house of bricks, if you did not tell them that you wanted a house of bricks.
4. Instruct them on what resources and steps they are NOT allowed to use while completing the task. This may seem redundant as you have already told them what they can use, but these are two very different things. e.g. "Lydia (my three year old daughter) please throw that paper in the garbage." She proceeds to writhe slowly along the floor. "I'm a fish and the floor is the water," she states. (she is allowed full reign on the method she uses to get that trash in the bin--this is where lots of the magic of delegation happens, they may do a better job than you and with more flare--but she is not allowed to take all day if we are rushing out the door. "You only have 10 seconds to get that paper in the garbage, or you will get a time out (see #5)." Lydia writhes much more quickly towards the garbage. Be very clear on what boundaries they have.
5. Be specific on how they will be graded, and follow up with grading their results. Give accountability--both for a job well done (often forgotten) and for what needs work (often overstated). (Key Results Areas (KRA's) in Dave Ramsey speak)
6. Give them the right amount of leash and get out of the way. (obviously you don't have to show them how to clean a toilet...or do you?) Why must we be taught every year that handwashing has the biggest influence on preventing spread of infections? because every year after the handwashing class, employees from food service workers to doctors don't do an adequate job, or don't do it at all! (think you're doing a good job? The next time you're washing consider the most commonly missed areas and see if you miss a spot: the base of one or both thumbs, the base of the "pinky" finger (where you would karate chop), and the finger tips. Not to mention under a ring or watch.) A wise tip--just pretend they are completely new at what they are doing and you have to teach them everything. Let out more leash as they demonstrate competency. Years of experience don't necessarily equate to years of good experience. If they know they are going to be checked on everything, they'll be more likely to ask questions and learn, and more likely to follow through. Be careful not to belittle, berate, or be condescending throughout the process.
The problem is that all this takes time; and if there's one thing you don't have much of while starting a new venture, it's time. The kicker is, if you instruct well in the beginning, you will save much more time and be much more effective in the future (as will your delegatee).
Causes of Delegation Failure:
1. Too little oversight and training - "...but the reason I hired this person is so I wouldn't have to do this anymore" I know, but even if the job title seems to scream that they should know how to do something, they still need training on your system--this also gives you ample opportunity to perfect your systems and processes by observing where people need more instruction and where less is more. You want your system to be so good that high schoolers could effectively do the work--that's why McDonald's is so successful.
2. No buy in on the importance of the task. - I know I'm just going down the list of what things you were supposed to have done. But that's just it--if you don't do the process, the process is useless. If they don't know it's important to someone, and who that someone is, and that the someone is watching and it affects them, why should they do it and/or do it well. If the teenager doling out meatballs onto your Subway sandwich gives you 6 meatballs instead of 5, it becomes very difficult to do inventory and very difficult to make a profit since the whole cost structure and ordering process is based on 5 meatballs. What happens when someone else works that shift? This is often where we've specialized ourselves into mindless work. We have to see the connectedness. How does what we do fit into the big picture?
3. Not knowing exactly what they are allowed to use. - How much time? How many other employees? How much money?
4. Not knowing the boundaries. - How has this project gone wrong in the past? What are the things that must not happen? There was a study done on school age children where they measured how far kids wandered from the middle of the playground when they had fences and did not have fences. It was found that the kids who had fences explored the full area of the playground while the kids who had no fences tended to huddle in the middle of the playground. We can't accept huddling in the middle of the business playground. Most employee problems are problems with our leadership. Few are actually due to employees that shouldn't be there. If there are a lot of those, it's still your fault because you should have done a better job of hiring!
5. No follow through - Accountability needs to be a positive word. People need recognition for what they are accomplishing. Don't believe this? Ask my nephew--he's 4 years old. Anything awesome in his life needs to be shared, and at top volume! Lay the praise on thick, but honestly. We're all really just 4 year olds at heart, no matter the age.
6. Micro-managing - How much leash do you give? Depends on the temperament of the dog! Now that I've offended all your employees, I'll say it again--it depends on the dog. You really have to know your employees. Some will need you to show them six times that the toilet paper goes on over the top and how to put it on there, then you'll have to watch them to it six more times, then check back tomorrow that they did it correctly or create a teachable moment where you finish off the roll and see what happens. Others will say "duh," and get the job done on the first try. But let them prove to you and themselves that they can and will do things properly under low stress situations before they have to do it in a high stress situation. Doctors call this a residency (even though that is high stress all along). I repeat: you need to know your team members individually, or you may as well do it yourself. Let your kid fall off a stool, but not a cliff. As Feiler writes, let your kid mess up with his $6 allowance so he won't mess up with his $60,000/ year salary or his $6 million dollar inheritance. One kid will be too stingy, another too spendthrift. Let them earn more leash, but when they do, let out that leash.
7. No single point of failure - this means that there are checks and balances. If John gets C. Difficile tomorrow because he didn't follow the handwashing advice above, Sally had better know how, when and why to change the toilet paper roll. Otherwise things are going to go very badly for you when you start getting the same symptoms because you didn't follow handwashing procedure either. Everyone makes mistakes sometime. How badly does a mistake affect you? That depends on your back up plan, and whether you change for the better because you made the mistake.
Bottom line: If you have a delegation problem, you have a you problem. What can you do better?
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