Cadet Prayer


Make us to chose the harder right instead of the easier wrong, and never to be content with a half truth when the whole truth can be won. Endow us with courage that is born of loyalty to all that is noble and worthy, that scorns to compromise with vice and injustice and knows no fear when truth and right are in jeopardy.

“CADET PRAYER” repeated during chapel services at the U.S. Military Academy

Managing Change

Yesterday I received the July – August Harvard Business Review in the mail. I enjoy my joint subscription to both the online and traditional magazine. The online subscription gives me weekly highlights of articles to drill down further into. But I am old school enough to still like to page through a magazine, marking up articles to share with peers. Here are some highlights from one of my favorite authors and online mentor Keith Ferrazzi.

Managing Change, One Day at a Time. Leaders trying to transform company culture can learn from an unexpected source: addiction treatment programs. Take a look at the article to learn the details of the following 10 steps:

  1. Nothing happens without a readiness to change.
  2. It’s important to replace old habits with new ones.
  3. Peer support and pressure drive change.
  4. Sponsorship deepens commitment and sparks results.
  5. Community without hierarchy is a catalyst for change.
  6. You are the company you keep.
  7. Continuous introspection is key.
  8. Changes in practice may represent breakthroughs.
  9. It pays to acknowledge small wins.
  10. The goal is progress, not perfection.

HBR Reprint F1407A

Keith Ferrazzi, CEO of Ferrazzi Greenlight

The Law of Timing

timing -2

As you prepare to engage in future plans, use this list of factors for the timing of your actions:

  • Understanding: Do you have a firm grasp on the situation?
  • Maturity: Are your motives right?
  • Confidence: Do you believe in what you are doing?
  • Decisiveness: Can you initiate action with confidence and win peoples trust?
  • Experience: Have you drawn upon wisdom from others to inform your strategy?
  • Intuition: Have you taken into account intangibles such as momentum and morale?
  • Preparation: Have you done everything you must to set up your team for success?

Remember, only the right action at the right time will bring success to your team, department, or organization.


The 21 Irrefutable Laws of Leadership, by John C. Maxwell


How Bad Do You Want It?  “When you want to succeed as bad as you want to breathe, then you’ll be successful”

I know I do not even come close to the level of commitment talked about in this video. How can I put as much into the success of my everyday tasks or the development of my skills?




Yesterday I received an E-mail from someone who had found a posting I had written for my professional association’s newsletter the Blue Line. Our association the Heathcare Facility Management Society of New Jersey, has a membership of both healthcare facility managers and professionals who support us in our work. With this mixture of context comes the importance of balancing our relationships of customer and vendor. As an organization we have always stressed building relationships based on helping each other vs. pure sales mentality.

In my more recent involvement in leadership coaching, teaching, and speaking I have been drawn into the business side of things. Most specifically is the sales or marketing required. The concept of giving to people first was an obvious concept to develop and take on as my own, so the “Go Giver” philosophy became a part not of my business but life as a whole. In living it out, it has brought pure joy.

To get back to the story, following dropping a quick note to the comments received regarding my ‘Go Giver” post, last night I bumped into the video attached. Kind of reminds me of the movie and concept “Play it Forward.” Please enjoy it and looks for ways to do things for others. You will end up receiving much more than you give, although that is not the reason for doing so.


Start each day with a commitment to do what’s right – regardless of what may come your way. If you slip and make a mistake, fix it, learn from it, and move on. There’s no time to sulk or dwell on the past. LIFE IS TO SHORT.

If you get knocked down, push yourself back up again. Fight harder to stay on your feet…and avoid despair. LIFE COMES WITH STRUGGLES.

If your doing everything right but can’t seem to come out on top, be patient. Hold the course. Success is rarely an immediate, overnight thing. LIFE FREQUENTLY MAKES US WAIT.

When you do succeed, take the time to enjoy it. Savor it. Take pride in yourself. Appreciate your accomplishments…and the people who helped you make them. LIFE OFFERS MANY JOYS.

Remember that with each sunset comes new opportunities. Yesterday is history. Today offers a clean slate upon which to record your life…and your legacy.

When you wake up, seek the courage and strength to do the right thing. Decide that this will be another day in which you… WALK THE TALK

Walk the Talk, by Eric Harvey and Steve Ventura (Flower Mound, TX:, 2007), Pages 104 & 105

Three Rules for Better Brainstorming

Most people have had their share of painful brainstorming sessions. Next time you bring a group together to come up with new ideas, make the meeting run smoothly and the outcome more effective by adopting these rules:

  • No judgment. Every idea should be welcome. Write down anything that’s offered by a group member. Keep in mind that judgment is the single fastest way to shut down creativity. Kill one idea early on, and many more will be left unsaid.
  • Encourage the group to build on ideas. One thought can lead to an even better one down the road. Ask people to actively listen to what others are saying, instead of just waiting for their turn to talk.
  • Move quickly. Don’t get caught up in the details of any one idea. Capture the essence and move on. You can always delve into the specifics later.


Harvard Business Review,  May 20, 2014

Weekend Trip to the “old days”

Over the weekend, I spent several hours assisting clearing out my mother in-laws house as she down sizes her life. This downsizing involves among other things deciding what items from her three bedroom house filled with three generations of memories, to her new digs, a one bedroom apartment.

With the joy of downsizing and ridding herself of the numerous obligations of keeping up a house comes the decisions of what comes with and what is given up; either given to family, sold, or hauled away in the dumpster. As the family assists with this task each weekend we join in on that personal review. The process stops periodically as a piece of family history catches someone’s fancy. Whether a picture, diploma, or school paper is uncovered we are brought back in family history and in most cases simpler times.

One of the reminders that it was in fact simpler times came in the form of a box of books which were determined to be in the category, put in dumpster. Near the top of that box was Compton Encyclopedia’s annual yearbook. This may be before many of your times, but to keep the annually produced encyclopedia current an annual update of changes was published. In theory subscribing to these annual changes allowed for a set to be the all-inclusive reference of all that is known about the world around us. Can you imagine?

When we talk about going back to a simpler time is this what we are referring too. A time when the major changes in knowledge can be contained in an one-inch thick publication. Most of us would be happy if that is the extent of new knowledge we have to retain in a day or week.

Since the old days will probably not return and information will continue to come at us at an astounding rate, what is the answer. We can look for systems to control the flood. We can look for systems for taking in the information. Or we can look for assistance prioritizing the information, separating what we consider necessary from what is just useless noise in our life.

As I search to answering how I can come up with my alternative to returning to the “old days” what is your way of dealing with the “new” volume of information?