QuickBizBreak by david weaver

Take a quick break from your biz to ponder new ideas and strategies that will turbocharge your business.

Mining for Millennials – Part II

Posted by QuickBizBreak on October 17, 2019

In our Part I installment of Mining for Millennials, we talked about the characteristics and expectations of the millennial generation. Those included focus on self, a work ethic that supports their lifestyle not the work itself, and a general feeling of entitlement along with anxiety from unmet expectations. So how do you embrace this generation and what they have to offer while not upsetting the existing ‘old school’ culture that has worked for so many years? Read on!

Let’s begin by defining what is important to millennials. If we can find a match with our own culture, then we can create a win-win for all generations involved.

First, millennials like working with other millennials. If making your first millennial hires, this might appear a hard sell. Find someone who is motivated, show them a path to success, and they might be helpful in attracting others closer to their age to follow them into the business.

Second, millennials like feedback and I’m not talking the annual review type. Continued feedback allows them to monitor their direction, progress and success. Setting expectations, holding everyone accountable, and guiding performance based on feedback creates a high-performance culture. Everyone benefits from better communication so working this into your system can be a positive for the entire organization.

Third, this age group embraces flexibility. In a recent PWC survey, only 29% of millennials said they expect to work regular office hours while 81% believe they should be allowed to make their own hours at work. If we had ‘extra’ employees, we could create some overlap that provides coverage for time off. Yet at a time when finding good employees is already a stretch, techs complain if they don’t get enough hours, and we are trying to keep expenses down, this can become a trifecta challenge. Start by setting clear, written expectations for work performance. To earn extra time off for sales, it might be quota-driven with mandatory sales meeting attendance. For other areas, such as fixed ops, it may take the form of trading hours with others who can fill in the gap. Finding ways to work this into other areas of the dealership will require feedback from all managers, helping develop a more flexible work environment.

Fourth, millennials appreciate opportunities to learn. Make sure you communicate a clear path of training, ongoing support and development and then deliver on that promise. Show them how what they are doing today will help them succeed in the future by tying the job skill to their eventual career goals. Discussing a candidates’ career expectations should be a standard job interview policy, regardless of age.

The fifth area of interest to millennials is purpose. According to Jean Twenge, author of Generation Me, ‘not feeling that a company had a purpose is the number one reason millennials quit their jobs. They do not feel a connectiveness at work around something greater than the job at hand’. Twenge suggests allowing volunteer time so that millennials don’t have to ‘park their values at the door’. Showing how employees create value for your customers while helping to create a better community through dealership programs, volunteer days, sponsorships and more can help millennials scratch this itch.

It helps to also recognize that helping others is not universal to this younger generation, but to all generations. Establishing a Mission and Vision for the organization helps define both why we do what we do and where we are headed as a company. This allows everyone to get on the same page and feel they are part of something larger than earning a paycheck.

Regardless of accommodations that may be made for millennial workers, they still have to pay their dues, be treated like any other new employee, and work their way up the ranks without any special treatment. ‘Going overboard may get them what they want’, says Twenge, ‘but not what they need for the long haul. What they need is a company that makes a profit and coworkers who don’t resent them for being ‘special’. Organizations who can find this balance will be more successful as millennials come to dominate the workforce in coming years.’

Ironically, this is the same advice we have been giving for years to successors coming into the business. The best way to earn respect is to perform well and not expect special treatment.

During this process, remember that just because you have done things the same way for so many years does not mean that change is a bad thing. Sure, you may get pushback from those who, like you, are probably use to 6-day a week, 10+ hour days. Change rarely comes without some hiccups along the way but progress takes work and cooperation from everyone involved. Get your team together, discuss potential changes and ask for feedback.

Millennials have much to offer and represent the future generation of leaders for our industry. Let’s help them discover the automotive business and develop them into the employees, managers, and owners they need to be for continued success!


References: Generation Me, Jean M. Twenge, PhD; The Trophy Kids Grow Up, Ron Alsop


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Mining for Millennials – Part I

Posted by QuickBizBreak on October 10, 2019

Finding good job candidates these days appears next to impossible. Blame a good economy which creates greater competition for jobs. Finding millennial candidates is even more difficult. A client recently told of his frustration of, after a long search and much vetting, hired a millennial job candidate. When the day came for her to report, she was a no-show. Adding to the frustration is that it was the second time this had happened. Was this a case of poor communications on the part of the dealer? Not setting proper expectations? In this case, the start date was clearly communicated and agreed to. As for setting expectations, most would agree that showing up is the bare minimum for a new hire.

Why target millennials when much is written about their contrarian work habits? It’s fairly simple, really. Your staff continues to age and eventually you will have to tap into the millennial market, which by 2020 they will make up 40% of the workforce, to bring up the next generation of sales, service, and office staff. And regardless of what you hear about millennials not being as excited about car ownership, you also want sales staff who can relate to this generation of auto buyers.

Another reason to understand millennials is that as your managers age out, millennials will eventually fill those positions as they advance through the ranks. If you are a family-owned dealership, you may well have kids that fall into this age group who represent the next generation of business owners. Understanding their viewpoint, lifestyle, and influences will give you a new perspective of future ownership as well as help create a positive environment that may be attractive for them to actually want to enter our industry. Let’s face it, the dealership management model and time requirement in a six or even seven day a week retail business does not represent a magnet for young employees. It can rob precious time to be with family, friends and for relaxation, a big issue with this age group. But first, let’s look at who is the millennial generation.

Those born in the 80’s and 90’s are defined by different names but generally, this age range can be classified as millennials. Under age 35, they represent the ‘me generation’, or as Jean Twenge tags them in her book of the same title: Generation Me. Twenge notes that they were raised on the premise to ‘’just be yourself’. Focusing on themselves more so than on others can lead them to be self-absorbed with the attitude ‘if it’s good for me, it’s good for everyone else’. This view plays a large part in their attitudes towards work. While Boomers tend to live to work, GenMe works to live, viewing their job as a way to fund the things they enjoy about life rather than finding joy in their work. In order to fund their lifestyle, they want high paying jobs but are not necessarily willing to work for it. In her research for Generation Me, Twenge found that millennials held expectations of the ‘best job with the most pay and the least amount of work’. Asked to name 5 qualities of their generation during interviews, ‘lazy’ almost always made the top five.

An aspect that we see most in our work with succession candidates (and this is not limited to the millennial generation), is unearned expectations, or in a word, entitlement. Millennials grew up in an era of praise and grade inflation, resulting in highly-positive self-views. Their expectation is that praise will continue after they enter the workforce.

Twenge found millennials’ over-confidence and impatience unfathomable at times. They believe that working hard in school means they are ‘entitled to a good job’. In one study, 40% of millennials believed they should be promoted every two years, no matter what their performance. Part of this behavior is fueled by attempts to treat all kids the same when they are growing up, regardless of abilities and accomplishments. In speaking with a dealer who was attempting to describe his kids’ entitlement attitude, he pointed to a generation that ‘expects a trophy for just showing up’.

Based on a study of 40,000 millennials, the reality of life, difficulty finding jobs that meet their expectations, along with not forging and maintaining close relationships, is creating anxiety and depression which is predicted to be a 15-20% lifetime rate (or higher) with this generation. Blame the social media environment in which they live that minimizes face-to-face interaction and close relationships. I was driving home from the airport recently and heard a radio segment where the hosts lamented the fact that young staff do not return pleasantries, not even a simple ‘hello’ when spoken to. They are not used to face to face contact with anyone other than close friends nor accustomed to the social structure of work relationships.

Before we blame millennials for crushing our work culture, we can thank them for some current trends. They are credited with the birth of casual Fridays (or everyday casual in some cases), flatter hierarchies, treating employees with greater respect, and a greater focus on work/life balance. The truth is that we do take less vacation than our European counterparts, ‘who place more value on enjoying life’. In fact, the U.S. is the only developed nation that does not mandate paid time off. I know what you are thinking: ‘heresy!’ Call it what you will, we need to adapt our work environment to attract this younger generation and in the process, we may just make everyone’s work lives a bit more enjoyable.

In our next segment, we will focus on how to address the issues outlined in this article in order to attract and retain the millennial generation worker along with how that affects the succession process.


References: Generation Me, Jean M. Twenge, PhD; The Trophy Kids Grow Up, Ron Alsop

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‘Just Do It’

Posted by QuickBizBreak on October 3, 2019

If I were to place one image here, a ‘swoosh’ that looks something like a happy go lucky checkmark, you would instantly recognize it – the Nike logo. You would also call to mind their slogan, ‘Just Do It’. My interpretation of that slogan is that they are calling us to just get started, get practicing, get swinging, get running, get physical, and enjoy life – using their products, of course!

Enjoying life includes enjoying the workplace since it takes up so much of our time but work can be a stressful environment. We work with all types of people in all types of situations. It’s easy to get stressed or upset when others react in a way that is in conflict with our own beliefs, established policies or they simply fail the common sense test. Of course, it’s not always ‘the other guy’ who creates the conflict. It could easily be us and we may not even realize it.

Either way, holding on to these ‘issues’ without letting go breeds resentment and stress, creating a caustic environment and a divisive culture. So if you find yourself in this situation, what can you do?

Some time back, The World Observernoted 15 things that will help you deal with issues that can make life, and in this case your job, a lot easier and you much happier. Here are a handful of those insights along with my own comments from a succession planning perspective:

    • Give up your need to always be right. So many of us can’t stand to be wrong. We always want to be right – even at the risk of jeopardizing relationships. This causes stress and emotional pain, for others and ourselves. Sometimes it’s a behavioral trait that drives us or it may be a harsh history that we continue to relive. As an owner or manager, give others the opportunity to make decisions on their own but don’t be judgmental when they don’t work out. Talk it over, allow them to learn from their mistakes, and move on.
    • Give up your need for control. The need for control is often rooted in fear, and those of us who need to be in control are looking for certainty in a very uncertain world. Since this will generally drive us crazy (and those around us, as well), learn to give up your need to always control everything that happens to you and around you – situations, events, people, etc. Remember, eventually you will not be running the show and you must prepare your successor(s) to function without your input and control. Learn to delegate and let go.
    • Give up on blame. Give up on your need to blame others for what you have or don’t have, for what you feel or don’t feel, or for what has or hasn’t happened. Granted, it’s not easy.If you told me of your difficulty, conflict, or mistreatment from someone, there is a good chance I would see why you would want to blame them but it does no good to do so. Find a solution, not a scapegoat.
    • Give up complaining. Give up your constant need to complain about those many, many things – people, situations, and events that make you unhappy, sad and depressed. Nobody can make you unhappy and no situation can make you sad or miserable unless you allow it to. If there are issues that need to be fixed, then fix them! Get your team together to solve problems together. It builds teamwork and promotes collaboration. At the same time, approach issues with a positive attitude. Your company culture is built from the top down, starting with you, and a positive attitude is contagious.
    • Give Up Your Resistance to Change. Change is good but if you’ve been running the business for 30+ years, it may be difficult to embrace. Markets change. The economy changes. Business models change. Competition changes. Businesses need to grow and sometimes evolve to survive and thrive. Change will help you move from A to B. Change will help you make improvements in your work, your life and also the lives of those around you. Just because you’ve done it a certain way for many, many years doesn’t make it the best way or even the right way. Ask for suggestions from your team. Embrace change – don’t resist.
    • Give up your excuses. A lot of times we limit ourselves because of the many excuses we use. Instead of growing and working on improving our business, ourselves and our lives, we get stuck, lying to ourselves, using all kind of excuses – excuses that 99.9% of the time aren’t even real. There are two kinds of people in the world: those who push excuses out of the way; and those who embrace excuses as a reason for not moving beyond obstacles. Which kind of person do you want to be? Are you going to plan for your future and the future of your business now or find an excuse and just let it happen on its own.
    • Own Your Own Life. This one is from me. You only have one life. Don’t wake up 10, 20, or 30 years from now and wish you had lived it differently. Embrace your life now and effect change in it if you aren’t happy. Work isn’t everything even when it feels like it’s consumed your entire life. Start planning for the future and begin letting go. In other words, ‘Just Do It’!

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The Culture of People

Posted by QuickBizBreak on January 1, 2016

Posted by David Weaver on Monday, 05 October 2015 in Succession Planning Blog  http://www.seekingsuccession.com

I admit it. I’m an Apple junkie. Our family has iPhones, MacBooks, an iMac, Apple TV, and several iPads (I bought my 84-year old computer-less mother-in-law one last Christmas and had to increase my data plan just to accommodate her web surfing!). I will not, however, be sporting an Apple Watch since I don’t wear a watch anyway and even with sleek looks, the thought of wearing a ‘computer’ on my wrist reminds me too much of the geeks of yore who wore their calculator watches that required a toothpick stylus to peck at the small keyboard.

Since I tend to follow Apple news and events, I was drawn to an article in Fortune magazine about Burberry CEO Angela Ahrendts leaving to become head of Apple’s retail organization. One might reason that ‘retail is retail’ but this was a big leap for Ahrendts. She admitted to Apple CEO Tim Cook that she wasn’t a techie and not even a great retailer (‘I hire great retailers’). These were hardly concerns for Cook since Apple is tops in both areas.

No, Ahrendts was hired for her people skills.Over the past few months, Ahrendts has initiated a weekly video communication with all the stores (motivational), a Share Your Ideas initiative to hear from employees (improvements), a development program for all retail employees that will allow 10% of them to transfer globally to other stores or even to corporate (incentives), and most importantly, she merged their retail store and on-line departments for a more seamless customer experience (a must in today’s shopping environment). Each of these programs was designed to bring her employees and managers together with a focus on how better to serve their customers.

It’s interesting in the retail auto environment that although dealers focus on gross, net to sales, CSI, market penetration, and other key measurements, few really put the same focus on their employees, no matter how much they may claim to.

In an industry punctuated by 6-day workweeks and 10-12 hour workdays, it’s not unusual to experience high turnover, job frustration, lack of commitment, and a focus on ‘me’ instead of ‘we’. Regardless of what measurement manufacturers may want to use to rate your performance, it’s people that make it happen.

With that rather obvious observation, here are some questions to ponder:
What training programs are available and what programs do I offer to my employees (at all levels)?

In an industry where performance starts back at zero the first of each month, what do you do to recognize performance – not just in sales but also in fixed ops and other areas?

What incentives have you put into place to influence and incentivize top performance in each department?

Do I have a system in place or a culture that encourages feedback at all levels that can help us make improvements?

Have I created and do I personally exhibit behavior that encourages a culture of working together to solve problems and which breaks down the typical silos of responsibility?

While barely scratching the surface, these should get you going towards evaluating your ‘people focus’, or how focused you are on your human assets. We have seen time and time again improvements in performance, attitude, and job satisfaction as we work with companies on getting everyone on the same page with programs like establishing a Management Advisory Board.

The MAB, as it’s referred to, provides an environment where managers come together not to evaluate performance (there are other times where that is appropriate), but to evaluate new ideas, learn to communicate and manage more effectively, and how to solve problems together. It’s also a great feedback mechanism for owners.

The first step in improving ‘people focus’ is to get your head out of the daily ‘making the numbers’ trap and start looking long term. Involve your managers. Promote communication and collaboration. Encourage feedback. Look for ways to motivate, train, and provide upward mobility. Each of these suggestions will help provide a more stable and motivated work force, eager to provide great service to customers and that, after all, is your real target.

So why would Ahrendts move from a CEO position to a lower position at another company? Simple. In a word, culture, along with an opportunity to make a difference. Create a people-focused culture and you’ll have people beating a path to your door – both for employment and as customers.

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Planning for the Predictable, Probable, and Possible

Posted by QuickBizBreak on January 1, 2016

Posted by David Weaver on Thursday, 10 December 2015 in Succession Planning Blog – www.seekingsuccession.com/

Former Secretary of Defense Donald Rumsfeld was widely ridiculed for his “what we do not know” response during a 2002 Department of Defense news briefing.

In part, Rumsfeld said about threat assessments, ‘As we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don’t know we don’t know. And if one looks throughout the history of our country and other free countries, it is the latter category that tend to be the difficult ones.’

Assessing threats and planning strategically and tactically are just as important in business as they are in the military. Rumsfeld’s quote, whose origin is actually attributed to a D.H. Lawrence poem, reminds me of what Loyd Rawls wrote about the mission of a succession planner; ‘To provide for the continued success of the business through the next generation of owners and managers in light of predictable, probable and possible interdependent contingencies.’

In other words, there are things we know, things we know we don’t know, and also things we know we don’t know but don’t know what they are. Confused yet?

Things we know: Based on our experience in working with hundreds of family owned businesses, there are issues we can predict. For example, if a family member enters the business with no prior experience or training and doesn’t work their way up through the ranks from a very basic level, we can pretty accurately predict that there will be problems; problems like a lack of respect from employees and managers, a lack of understanding of the various roles within a business and their importance, and the potential for poor performance by this family member due to all of the above.

Things we know we don’t know: As business owners and managers, we are not expected to keep up with changes in tax laws, HR regulations, legal precedence across a broad expanse of case law, or at a more basic level, specifics of how technology within our business works. What we do expect, however, is that we have experts in our employ or as advisors, who specialize in these areas and can advise us in areas of importance to our business, so that we can make sound decisions and plan accordingly.

Things we know we don’t know, but don’t know what they are: These are the issues that can get us into real trouble because we don’t even know to be looking for them. It’s quite common when we speak with clients about issues such as planning for estate taxes that we find they don’t have an understanding of how an estate is handled upon death, are not aware of alternative strategies that involve both legal and financial plans, and haven’t a clue what types of life insurance they hold, how those insurance investments are performing and if they will even have coverage upon their death. They tend to make incorrect assumptions based on their original good intentions (and most likely someone’s advice) at some point to cover all the bases. It’s a complicated business and things change over time, so confusion is to be expected.

Understanding what we don’t know is an important aspect of business succession planning and my examples within the realm of estate planning are only a small portion of the puzzle. Accountants and attorneys are vital to the process, but are highly specialized in specific aspects of the overall process. Peeling back the layers of the onion and revealing the ‘predictable, probable and possible interdependent contingencies’ to the ongoing success of a business through future generations is a complicated process, but well worth the effort.

Like Rumsfeld, recognize that your own threats can come from many different angles, both known and unknown. Don’t worry about being ridiculed for what you don’t know. Instead, plan from a position of knowledge and strength.

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Great Time to Purchase a VW Diesel Automobile

Posted by QuickBizBreak on October 13, 2015

I’m sure most of you have heard by now about the VW diesel emissions scandal. VW admitted to purposely rigging diesel engines to falsify emissions testing results so that they could deliver cars with better gas mileage and performance and not add the technology required to meet the current diesel emissions standards. According to a recent article by auto dealer advisor and valuation expert M.D. Johnson, Inc., the decision by VW to add technology costing about 300 euros per vehicle was offset by the billions in profits from selling vehicles with better performance numbers. The article notes that while greed and a simple cost/benefit analysis by the corporation led to this decision, keep in mind that ‘GM, Ford, and Honda have all paid fines for utilizing emissions-defeat devices in prior production vehicles’. Until U.S. laws hold executives personally liable for such decisions backed up by criminal charges, we may well expect this type of behavior.

Something else from this article caught my attention, however: ‘Currently VW diesel lease returns are being sold at auction for 50% of their previous wholesale/trade-in pricing‘. Let’s face it, VW diesel cars are at the moment tainted. But why would anyone want to purchase a vehicle that spews up to 40 times the legal emissions limit for nitrogen oxides (NOx)? Certainly the EPA will require a fix that is installed at the manufacturer’s expense and according to testing by Consumer Reports, the diesels with emissions working correctly reduces 0-60 performance by only .2 to .6 seconds and fuel economy by only 3 to 4 miles per gallon, a reduction of 5 – 10 percent.

VW and Audi small diesels are great performers and if you like these vehicles and were considering purchasing one up until this recent event, you may want to move ahead. Dealers cannot currently sell new diesel vehicles until a fix is determined and retrofitted but you can certainly purchase used from individuals and maybe even from dealers, especially at tremendous discounts.

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Do you know who you’re dealing with?

Posted by QuickBizBreak on June 21, 2011

Admittedly, this comment could apply to a lot of situations. For example, are you dealing with the decision-maker?  Have you developed a relationship with the person you’re doing business with to really know what is important to them?  How well do you know the person you are about to become business partners with?  Is this person ethical?  How will they act if cornered into a bad situation?  What kind of business is this I’m about to go work for and do I want to be associated with them?  Certainly you want to know the answers to these questions before getting too deep into a business relationship.

I learned this the hard way recently when appearing as an extra on a new TNT cable network show.  No, I’m not an aspiring actor.  I have neither the looks nor the talent to pull that off.  Once a year or so, I sign on as an extra for some film project for a day.  Kind of like taking the day off to play golf except I get paid instead of paying to play.  Unfortunately, the pay is about what it would cost to play a round or two of golf so it’s a terrible trade-off from my real career.

A few weeks ago, I was on the set of the remake of The Three Stooges.  Not exactly an intellectual film but if the actors can pull off the slapstick, it might actually work.  No big part – a pedestrian on a downtown Atlanta street who almost gets knocked over by the Stooges and also a driver when they run into the street from a park.  Stunt doubles and drivers were used for the close-in work.  Guess they didn’t trust me to not run over someone – a safe bet.

Ironically enough, the Stooges shoot was the same week that the premier episode of Franklin & Bash was shown on TNT, a project from last summer.  Unfortunately, none of us knew what Franklin & Bash was about when it was filmed except it as a ‘buddy lawyer’ show.  Not very descriptive.  Our scene was a stockholders party in an airport hanger…all day…in the heat.  Everything looked good until two to three weeks prior to the premier when I started seeing the promos.  Ouch!  This was locker-room humor at it’s worst!  Example: a woman takes off her blouse while on the witness stand to show how easily someone could be distracted by a street side video commercial that showed cleavage.  Then when my family watched the show, one of the lead characters hops out of a hot tub and stands completely nude while talking with his assistant.  Fortunately a rear shot, but still, this was going to be a bit hairy to explain to my fellow choir members at church (no pun intended).


I’m not trying to be fuddy-duddy (whatever that is).  Extras don’t get to ask a lot of questions because they are fairly irrelevant and if one were to ask if there is anything potentially offensive in a production – unfortunately, I think we already know the answer.  The point is, be sure you know what you are getting yourself into.  It can be much, much later when you learn that the project you are/were involved in wasn’t of the highest caliber, the work was shoddy, the CEO was less than honorable, your partner was a crook, has a raging personality when under stress or that you simply got yourself into an embarrassing situation.  In hindsight, it could have been much worse.

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The most important words in business…

Posted by QuickBizBreak on January 20, 2011

What are the most important words in business?  Watch this quick movie from Simple Truths titled Customer Love to find out!

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New Year Resolutions – Just Do Something

Posted by QuickBizBreak on January 12, 2011

New Year Resolutions- Just Do Something

My current reading list includes Tim Ferriss’ new book, The 4-Hour Body. I never accomplished the goal outlined in the title of his last best-seller, The 4-Hour Workweek, and I don’t expect to fully accomplish the premise of this tome either. However, there are some challenging principles in both and I’ve always believed that if I can find one or two ‘aha’ moments from a read, then it’s worthwhile.

A quick warning if you should pick up either of these books. Ferriss’ writing style can be a bit irreverent and I swear to you I never read the subtitle to The 4-Hour Body:  An Uncommon Guide to Rapid Fat-Loss, Incredible Sex and Becoming Superhuman. I mean, who would expect to become superhuman anyway?

One of Ferriss’ chapters really hits home now that we stare our New Year’s resolutions in the face and determine how to motivate ourselves to change and I want to share that with you here.

Called ‘The Harajuku Moment’, the premise is that ‘people suck at following advice’ of any kind for two reasons: 1) There isn’t enough pain to make them want to change and 2) people do not use any method to track their change – no reminders. The Harajuki Moment happens when people experience ‘an epiphany that turns a nice-to-have into a must-have.’ It’s the mother of all aha moments, if you will.

You may have experienced something in your life, a single statement or event perhaps, that changed your life forever. For tech CEO Chad Fowler, quoted in the book, it was his own admission to a friend when looking at fashionable clothes, “For me, it doesn’t even matter what I wear; I’m not going to look good anyway.” For some reason, this stuck in his head and became his own Harajuku Moment to start changing his lifestyle. The result? He lost 70 pounds in less than 12 months.

No big deal, you say? Just hire a personal trainer, join WeightWatchers or other weight-loss group and go to it? Easier said than done which is why self-improve- ment remains an $11 billion dollar industry.

You see, it doesn’t really matter whether we want to lose weight, be more successful or get more accomplished. The goal is huge, the tasks seem daunting and we languish in our inability to get started.

Fowler talks about the key to getting started: “If I want a better-than-average-career, I can’t simply ‘go with the flow’ and get it. Most people do just that: they wish for an outcome but make no intention-driven actions toward that outcome. If they would just do something, most people would find that they get some version of the outcome they’re looking for. That’s been my secret. Stop wishing and start doing.”

Sound incredibly simple? It is, really. Fowler didn’t start counting calories. He started with some general assumptions, eating more healthy with some light cardio and tracked his progress (the second key to the process). The interesting thing is that once he started seeing results, the process became not only easy, but fun.

So do you really want to effect change in your life, your relationships and your business in 2011? Have you had your ‘Harajuku Moment’ yet? If so, then just do something. Getting started is always the hardest part and once you do, and start noticing the small changes, it will be easy to work towards those huge goals you’ve always wanted to accomplish.

Happy New Year everyone!

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Video Marketing Made Easy

Posted by QuickBizBreak on December 3, 2010

If you’ve always wanted to learn more about why you should use video in your internet marketing programs, here is an opportunity to learn more as well as learning how easy it is to implement!

Vodpod videos no longer available.

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