Radish Sprouts

JIM COLLINS ON BUSINESS GROWTH -- IS GROWTH ALWAYS THE KEY TO SUCCESS?

"To be a great company, you must have an upper bound on growth and have the discipline to leave some growth on the table," says Jim Collins, best-selling author of Good to Great and How the Mighty Fall. This may seem like a strange recommendation given that so many companies today are struggling to grow.

To make his point, Jim Collins posed a growth quiz to the hundreds of CEOs of Gazelles (those firms growing more than 20% per year for 4 years or more) at the recent Fortune Small Business Growth Summit in Dallas. You have the option of investing in either Firm A or Firm B. They are both in the same technology driven growth industry as early-stage entrepreneurial ventures having equivalent products and markets with good long-term potential. Firm A has an average net income growth rate of 25%; B's is 48%. Should you invest in A or B?

GROWTH CONSTRAINTS? Does your firm have limitations on growth? Jim Collins recommends that you set a minimum performance expectation to hit no matter what. What's the performance hurdle that you'll always hold even if it requires you to limit growth? In terms of performance, you may choose to maintain core values, ensure quality, not risk more than you can manage to lose in the worst of times, have a certain profit per year, sustain your culture, or not lose control of the company and how you manage it.

IS GROWTH THE MOST IMPORTANT SUCCESS FACTOR? In the example of firms A and B, firm A has a standard deviation (s.d.) on its average growth rate of +/- 7 and B has a s.d. of +/- 323. Additionally the range of A's growth rate is 20 to 44, while B's range is -397 to 1288. Eventually firm A was trading at $290 and B at $14. Furthermore, B had lost control of its destiny. This real example, with the identities hidden, shows that growth is not the most crucial factor.

Jim Collins further remarks on taking advantage of tough situations, "If your firm goes into turbulent times strong, you have the chance to shine. The difficulties will expose your strengths relative to others. If you go into challenging times weak, it will show your weaknesses. It is more important what you do BEFORE the storm comes, than WHEN the storm comes. A storm holds great opportunities and it is something you do not want to waste."

DETERMINE WHAT TYPE OF COMPANY YOU HAVE NOW: Level I - a strong company (such as Intel), Level II - not as strong, or Level III - already weak (such as General Motors). Ask what you can and must do so as not to waste the opportunities from the storm. Take this as an assignment: establish two or three things you must do differently so that you'll never go into a storm other than as a Level I strong firm.

ESTABLISH SHOCK ABSORBERS. Another Jim Collins' suggestion is to build in shock absorbers to protect your firm. For example, reach a point where you could run your company for an entire year even if you would not receive one penny of revenue.

REVISE YOUR STRATEGY AND THEN ACT. Gather together your executive team, business coach, and advisors for a strategy session. This is the perfect time to revise your plan for the next year. Consider the following:

	Determine your constraints on growth. What is the performance hurdle that you'll always maintain even if it limits growth?
	Establish two or three things to do differently so that you'll never go into a storm other than as a Level I strong firm.
	Identify and install shock absorbers to protect your firm.

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

copyright 2009.

BECOME THE MARKET LEADER: LESSONS FROM HIDDEN MARKET CHAMPIONS

Few business people realize that the number one exporter in the world in 2008 was not China, USA, or Japan.  The number one exporter was Germany.  Why you ask: because of the many small and medium-sized German businesses which are ranked in the Top 3 in the world in their industry.  These are the “Hidden Business Champions of the 21^st Century,” as reported by Hermann Simon in his newest book by that name, and include firms such as Delo which provides special electronics for smart phones, Baader the leader in fish dissection systems, and Lantal experts in airplane interior design. 

 

Hermann Simon shared during the recent Fortune Small Business Growth Summit, “The champion firms include 1200 market leaders with an annual growth rate of approximately 10% which have generated over 1 million jobs and waves of innovation.”  These firms share the following characteristics.

 

1.  Set ambitious goals and aspire to be nothing less than world-class.  Their will, or passion to be the best, is the most important characteristic. 

2.  Fully focus and concentrate on what must be mastered.  The key is to avoid distraction.  Successful firms Uhlman and Flexi, for example, state:  “We only do one thing.”  They go deep, not broad, by refraining from outsourcing any core competencies, outsourcing non-core activities, conducting very secretive R&D, and avoiding strategic alliances.

3.  Expand regionally and internationally using product know-how.  Rather than going into unknown business areas, they go global with what they know well.  They follow their customers everywhere.

4.  Innovate continuously and in small steps:  it is the only way to sustainable market leadership.  The hidden champions spend at least twice as much on R&D than the typical average and many times much more.  Over 65% of these firms say both the market and technology are important factors of innovation.  They average five times the number of patents per 1000 employees while cutting the cost per patent to one fifth the average.  Brains are more important than a certain budget.  They have continuous improvement, rather than breakthrough innovation.  They are speedy in bringing new innovations to market.

5.  Stay really close to your customers.  These firms average five times as many employees having regular customer contacts.  They stay very close to demanding customers who drive performance and innovation. This factor is the number one strength even over technology and quality.

6.  Pay attention to clear competitive advantages.  Quality still counts. Their strategies are value-driven not price-driven.  They typically price at a 10 to 15% premium.  The most important competitive advantage is quality, innovation, and service, not price.  For example, advice and system integration can not be imitated and reside in the quality of employees. 

7.  Hire quality people and retain them.  Avoid high employee turnover.  These firms have more work than people.  They have a high performance qualification standard.  The hidden champions average 2.7% turnover per year, while the USA averages over 30% turnover. When employees leave, they take know-how with them.

8.  Lead authoritarian in the principle and flexible in the details.  These firms do not compromise on their values.  They are predominantly self-financed with only 8% having private equity and 66% family owned.  Many CEOs come into power young, have high continuity, and many more on average are female.

 

These simple guidelines have led many small and medium-size firms to market leadership.  It takes a long term perspective.  Make sure you passionately pursue your purpose with never-ending perseverance.

 

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

Copyright © 2009 Theresa M. Szczurek. All Rights Reserved.

 

 

THE WORST BUSINESS PLANS EVER

Usually you do not hear about the plans that fail.  However, the majority of new businesses fail.  Why ?  The National Business Incubation Association reports that most failures are attributed to three factors:  weak management team, insufficient funding, and poor strategic plan.   The worst plans are:

 

Never finished.  Many organizations and people aspire to write a good plan; few succeed in completing the task. It is harder than you think to pull together all the important elements.  The wise leader combines inputs from staff, advisors, investors, and customers with a business coach or team lead who focuses to finish the effort. 

 

Never implemented.  You can have the best plan in the world, but if it sits on the shelf collecting dust it is destined to fail.  Use the plan to hold people accountable.

 

Never changed.  A plan must continue to evolve.  The market is changing and competition is changing in response to the market.  It’s ‘change or die.’  Known as “Nothing But Initials,’ NBI grew from a fledging Boulder start-up founded by Binx Selby in 1973 to be one of the most successful firms in the word processing and office automation industry. By 1982, its sales exceeded $100 million and the growth continued.  However when technology moved from centralized computing to distributed personal computers, NBI’s leadership did not revise its strategic plan that allowed its product to evolve in response to changing market conditions. The competition did. NBI ultimately lost its leadership position and much more.

 

 Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPasionatePurpose.com)

Copyright © 2009 Theresa M. Szczurek. All Rights Reserved.

 

MORE SECRETS TO BUSINESS SUCCESS— A LIVING BUSINESS PLAN

How do you attract the funds to build your venture? How do you align your team and get everyone moving in the right direction?  How do you test if your strategies will get you where you want to go?  A good business plan is the answer.   More detailed than the strategic plan, the business plan explains the model for turning an idea into a viable venture. 

 

Business Plan

 

A solid business plan explains:

• Company passion, purpose, and vision (or core idealogy), background, and strategic business model to achieve its mission
• Market need and why current competitive alternatives are not satisfying them. 
• Company’s solution, the product and services, offered to solve the unmet need with a sustainable competitive advantage
• Sales and marketing approach to bring the solution to market including pricing, distribution, partnership, and promotions strategies
• Realistic projections of forecasted sales and resulting revenues
• Proforma financial statements showing how the firm makes money, becomes profitable, and makes a full triple bottom-line impact
• Management and human resources available to create and execute the plans
• Explanation of what other resources, financial, human, and otherwise, are needed to succeed

 

The plan guides the firm’s efforts, ensures there is a solid business to be built, and helps attract resources.  At AT&T International as line of business manager, the plans I created convinced the Board of Director to internally fund the effort. At my entrepreneurial venture Radish Communications Systems and with my consulting clients, the business plans are used to attract outside investors.  The plan must be professional and comprehensive; otherwise you set the company up for failure.

 

Critical Mistakes.  It is not easy to create a good business plan.  Nearly 250 venture capital companies across the US, were asked, “What is the worst mistake an entrepreneur can make when completing their company's business plan?”  Eight critical mistakes were reported at http://www.capital-connection.com/survey-worst.html: not clear in explaining the opportunity, unrealistic projections, simplistic assumptions, weak analysis of competition, failure to describe a sustainable competitive advantage, mistakes, errors, and misleading information, overstated management strengths, and  incompleteness such as insufficient financial data.

 

Example.  Phil Lyman, founder and CTO of Boundless Corporation (www.boundlesscorporation.com), a Colorado corporation focused on innovative energy storage for high performance systems, wanted to expand into new markets.  He made a smart decision—to build a business plan and to get help from TMS to more efficiently do so.  He used this plan to attract funding and guide the firm’s operations.  Lyman explains, “One of Boundless’ keys to success has been to narrow our focus onto emerging target markets with urgent need for advanced technology.  Strategic planning is paramount for establishing adequate focus.”  Boundless was a finalist for an Innovation Quotient (IQ) award from Boulder County Business Report. With the right product and plan to bring it successfully to market, the firm augmented government sales with commercial sales of large-format lithium-ion batteries and packs.

 

Implementing the Plan – Pursue Your Purpose

 

Establish a strategic plan.  Then expand to a business plan. Use them as tools to guide the company and its people.  It takes relentless pursuit using a ‘divide and conquer’ strategy, ongoing assessment of progress, consistent team communications, and mid-course corrections. 

 

How to Build a Good Plan?

 

Combine your vision of what you want with relentless effort to get it.  Follow the 4-stage "Pursuit of Passionate Purpose" process. Get help from the right players.  Then pursue your passionate purpose!  Real rewards will follow.

 

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

Copyright 2009

SECRET TO BUSINESS SUCCESS – A GOOD STRATEGIC PLAN

 

A legendary study of graduates from Harvard University showed the importance of goal setting and planning. People (and organizations) with a plan outperformed those without one. The three percent of those with a written plan greatly outperformed all the others, who only had a mental plan. Having a written plan is a key factor in effectively pursuing any passionate purpose.  Verne Harnish, author of Mastering the Rockefeller Habits, says, “A vision is a dream with a plan.” So where’s your plan? 

 

Your Strategic Plan

 

Gazelles, companies growing more than 20% per year for more than four years, know what is important:  A clear strategic plan which is implemented with best business practices.

 

Process. Use this 4-stage ‘pursuit of passionate purpose’ process to build your plan:

• Access progress – look at your current situation and determine ‘who are we now?’
• Find your passion by clarifying core values and competencies – determine ‘what is our passion?’
• Align that passion with a purpose and vision – Define a Big Hairy Audacious Goal or BHAG® on ‘where you want to get to?’
• Pursue purpose -- Identify and implement strategic initiatives on ‘how do we get there?’

It is iterative and ongoing--over time, go back to “Access progress” phase and revise your plan.

 

One-page Plan. Organize outputs of this process into a 1-page strategic plan.     This communications tool aligns everyone in your company with the passion, purpose, and priorities to pursue your vision.  It works.  The fastest growing companies have a good plan and a well-developed habit of continually using it to evaluate progress.  Keep the plan alive – monitor, assess, revise, and continue to pursue.  Check out www.Gazelles.com and sign up for the great weekly newsletter.  You can download a  template for a 1-page plan.

 

Example. Consider the International Center for Appropriate and Sustainable Technology (www.icastusa.org).  TMS helped them create the iCAST strategic plan, implement a system for executing the plan, and better manage its exponential growth.   “We found great value in establishing a clear direction and roadmap for iCAST’s future,” said Ravi Malhotra, iCAST executive director and founder. 

Practical Pointers. How to Build a Good Plan?

1. Establish a strategic plan for your organization. Follow the 4-stage process. Combine your vision of what you want with relentless effort to get it.
2. Organize the plan in a simple to follow format where all critical information is in one place.  Post the plan so all can refer to it on regular basis.
3. Use the plan as a tool to guide your company and people.  Establish team and individual goals and metrics.  Publicly review progress and use team pressure to hold people accountable.
4. Then pursue your passionate purpose!  It takes relentless pursuit using a ‘divide and conquer’ strategy, ongoing assessment of progress, consistent team communications, and mid-course corrections. 
5. Get help from the right players.   We are available to coach you through this process. You don’t need to it alone.

Build a good plan and then execute it.

 

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

copyight 2009

BUILD A HIGH-TECH WORKFORCE WITH MESA

When David Davenport was in high school, he discovered something that changed his life—he was good at math and science and enjoyed solving real-world problems with these tools.  This insight came as a result of participating in Colorado MESA.  Now an IBM engineer, David also became chairperson for the Denver chapter of National Society of Black Engineers. 

 

The Need.

If Colorado is to maintain its high-tech edge, it needs a properly trained and motivated work force prepared to pursue the passionate purpose of innovation creation. What people, employers, and the state need are MESAs—programs which encourage students to reach their potential in science, technology, engineering, and math (STEM).  Education and support are the answers.

 

What is MESA?

Colorado MESA (Mathematics Engineering Science Achievement) is a state-wide pre-college program that provides after school math- and science-based learning activities to over 3,600 preK-12 students(in 2009), over 78% of whom are from ethnic and gender groups that are under represented in engineering career fields.  Founded in 1980 as a part of the non-profit Colorado Minorities Engineering Association (CMEA), MESA's mission is to increase the numbers of economically disadvantaged and at risk students who graduate from high school fully prepared for post secondary education in math- and science-based fields. 

 

MESA model works!

MESA after-school programs engage students in hands-on inquiry based projects such as designing mousetrap-powered vehicles, wind turbines, and robots.  MESA advisors, usually math/science teachers along with university student mentors and practicing engineers, help students discover relevant math/science principles necessary to achieve success with their project.  Local, state, and national engineering-based competitions provide additional motivation to keep students involved.

 

The state MESA office at the University of Colorado Denver provides advisor training, program materials, and academic resources.  MESA Centers at CU and CSU in provide stimulating project-based curriculum, career speakers, and roles models.  Field trips to business sites, colleges, science fairs, and engineering-based competitions excite students about career opportunities.  Parents are critical supporters.

 

MESA in Colorado.

MESA works with 156 schools in 24 school districts throughout the state in collaboration with eight universities/colleges.  Michele Towers, MESA Center Director at CU-Boulder (michele.towers@cudenver.edu), supports Boulder, Jefferson, Denver and Arapahoe counties.  The CSU Center in Fort Collins oversees northern Colorado including Larimer, Weld, and Adams counties.

 

While MESA has taken root in Longmont and other Weld County communities, more schools can participate. For example, programs exist at Angevine Middle in Boulder, Centaurus High in Lafayette, and Broomfield High.  Boulder County needs champions to start more programs.

 

How Businesses Benefit and Are Involved.

Companies are looking to hire a qualified high-tech workforce. Matthew Smith, an executive from United Launch Alliance (www.ulalaunch.com) a MESA sponsor, said, "The average age of the United Launch Alliance workforce today is 47. As more of our workers retire over the next 10 years, we need qualified graduates.  That is why we sponsor MESA."

 

Colorado MESA currently receives no state funding.  Support comes from community and corporate organizations such as The Denver Foundation, Lockheed Martin, The Daniels Fund, Xcel Energy, Ball Aerospace, Northrop Grumman, and others. 

 

MESA Delivers Results. 

At a time when Colorado needs a highly-skilled, technical workforce, MESA allows qualified students to enter the workforce pipeline and it does it for under $125 per student per year.

 

100% of MESA seniors graduate from high school and historically, more than 90% have enrolled in college with over 80% enrolling in a math/science related major.  Approximately 85% of MESA students are from families in the low-to-moderate income bracket.  Approximately 50% are from ethnic groups underrepresented in math-based careers. 

 

“Every experience and memory I got from the MESA club will always live with me.  I owe a lot to the MESA club, because without it, I would never had these incredible experiences,” says Ernesto Chairez, graduate from Career Education Center in Longmont, attending CU- Boulder in the Fall 2009 majoring in Aerospace Engineering. 

 

How You Can Get Involved?

·     Help the kids in your life learn to love mathematics and science.

·     Ask your schools to sponsor a MESA program. 

·     Volunteer, make a donation, become a sponsor, create an internship or scholarship. 

·     Become a sponsor or volunteer for the October 15-16 MESA Fall Fling at CSU-Fort Collins.  Around 250 MESA high school students will taste university life, gain valuable academic, financial aid, and career information, and participate in Boat Building and Wind Energy engineering competitions. Learn more at www.cMESA.org.

 

Do you have MESA in your business or life?  Like David Davenport, who continues to champion multicultural engineering programs, support MESA and help build a stronger high-tech workforce.

 

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

 

Copyright © 2009 Theresa M. Szczurek. All Rights Reserved.

THERESA SZCZUREK AND STEVE PARRY OFFER "SURVIVE AND THRIVE" PROGRAM ON AUGUST 20th

Americans are more pessimistic about their situation now than they have been in more than a quarter-century.  What can you do about it?  The most successful people and organizations don't despair -- they believe and act!  There has been great interest in Theresa Szczurek's research and work on this topic.  As a result, she's now offering a program, "Actions to Help Firms Survive and Thrive in Tough Times" together with Sandler Sales Productivity Expert, Steve Parry.  The program will be held on August 20, 2009 from 11:30 AM - 2:00 PM at The Denver Athletic Club in Denver.  Lunch is included for only $49.

Space is limited. Sign up now at www.salesproductivity.us/seminarsignup.htm. Say your heard about it from Theresa. For more information, contact Steve at 303.568.1500, info@salesproductivity.us or Theresa at 303.817.3307, tms@TMSworld.com.

Designed for CEOs, presidents, and senior sales executives, you will learn what actions leaders must take now.  Hear case studies of firms that have proactively acted and produced great results.  Through an interactive exercise, you will explore how to apply this to your company and your situation.  This program has had great reviews, "This is the best presentation I have attended to date. It was relevant, gave immediately actionable tips, and moved at a great pace."

See you there!

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

A NEW QUARTER and HOW ARE YOU?

Q209 is gone.  Was it all that you planned for it to be?  You do have a plan right? 

• If so, now is the time to review your plan, assess progress, set your Q3 plan, and pursue it. 
• If not, make sure you create a Q3 plan NOW.  Check out great tips at:  http://www.tmsworld.com/publicity/ColoradoBiz033109.html .

 

Don’t be like Alice in Wonderland.  You remember when Alice met the Cheshire Cat in the tree and asked, "Which road should I take?"  The Cat asked her, "Well it depends a great deal on what you want to go."  Alice said, "I don't much care where."  Then the Cat said, "Then it doesn't matter.  If you don't know where you are going any road will take you there." 

 

Take my Girl Scout troop of 8^th grade girls, for example.  They love to go camping and at first did not like to plan to get there. Now they realize that if they don’t plan, either we don’t go or they don’t get what they want.  Planning actually saves them time and energy – it delivers the fun. 

 

Case Study.  Consider Rare Space, Inc. (www.RareSpace.com), a tenant advisory services firm that promotes client success by solving and delivering solutions to their commercial real estate needs.  They realized that taking their plan and practices to the level would help them grow.  TMS conducted a company and sales force assessment and planned, designed, facilitated, and documented Rare Space’s strategic planning / execution process.  

 

“As a result of the time we spent with Technology and Management Solutions and the client interviews TMS conducted, we learned a lot,” stated Tom Grotewold, Founder and CEO at Rare Space.  “We now have a one-page strategic business plan that our firm actually uses.  We understand why our clients like working with us, and we win more business because we know what our strengths are and what is important to creating happy clients.  We meet once a week, and also briefly once a day.  These meetings actually solve problems, keep the communications flowing and allow us to reinforce our company core competencies, values and beliefs.  We hope these benefits are just the beginning, because we now have the tools and methods we need for even greater success.”

 

This approach works for individuals and families as well as for-profit, non-profit, and government organizations.  Try it, you will like it!

 

Practical Pointers for Q3 planning taken from Pursuit of Passionate Purpose (www.PursuitofPassionatePurpose.com):

• Assess Progress.  How are things going?  Ask yourself the tough questions. Be honest. Many companies report that sales are down, closing times are up, and their pipeline is not big enough to make up for it.  This is the perfect time to do a sales assessment.  Start by taking the free sales grader: http://www.objectivemanagement.com/free_salesforce_grader.asp?DistNum=252  Then Next get some help and do a comprehensive evaluation – you will learn what to do to strengthen your sales results.

• Find Passion.  Reaffirm your values and core competencies.  In the intersection, you and your firm define its passion.  Passion is the fuel for the pursuit.
• Align Passion with Purpose.  What is your purpose?  Where do you want to be in 10 to 25 years – do you have a vision?  Who are you serving? 
• Pursue Purpose.  This is where you establish your 3 to 5 year, 1 year, and Q3 goals.  What do you need to do over the next 13 weeks so that you will be where you want by the end of the year?  Establish clear metrics – what are the key performance indicators of progress?  Take the plan down to what you need to do each day.  For example, for sales determine how many call attempts, conversations, appointments, and meetings are needed to get to your revenue goal. Make sure your plan is written down and visibly displayed.  Establish a rhythm of communication – have a daily huddle with your team. Check in on it at least weekly, monthly, and quarterly -- track your metrics. 

 

The worst of times? The best of times?  Which are these?  It is your choice.  It depends on your plan and how well you are doing in pursuing it.  Allow yourself to BELIEVE that everything is possible. And then ACT on your pursuit!

 

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

WHERE IS YOUR MESA?

WOW!  Today while participating in the MESA awards breakfast in Denver, I saw encouragement for "Mathematics, Engineering, and Science Achievement" among middle schoolers and high schoolers from across the country. MESA, www.cMESA.org, brought these kids, mostly minority and female teens, together with a meaningful purpose. This is what our country needs -- a young generation prepared to pursue a passionate purpose of innovation creation. Education is the answer. Here's how and why you can support this effort. 

I think back on my own experience in high school -- what a program like MESA would have done for me and many other students.  Even though I loved math and science there was no practical forum to put these skills to use to solve real world problems and to learn about career options. There was no one to encourage me to pursue a career in engineering. Not knowing exactly what I would do with it, I did pursue a degree in Mathematics.  Good fortune and a connection through a friend brought me to my first job out of college as a Member of Technical Staff with Bell Telephone Laboratories. This changed my life.  What more people need are MESAs -- programs which encourage you to reach your potential.

Companies are looking to hire qualified engineers. Matthew Smith, an executive from United Launch Alliance (www.ulalaunch.com) one of MESA's sponsors said, "The average age of the United Launch Alliance workforce today is 47. As more of our workers retire over the next 10 years, we need more qualified graduates.  That is why we sponsor MESA."

The program is designed to encourage minority and female students to prepare themselves for a college education and to major in mathematics, engineering or science.  MESA's mission is to increase the numbers of economically disadvantaged and at risk students who graduate from high school fully prepared for post secondary education in engineering, mathematics, science, computer science, business, and other math- and science-based fields.

What are you doing to help others to get educated in math, engineering and science?  Here are some PRACTICAL POINTERS on you can do:

• Help the kids in your life learn to love mathematics. Encourage them. Show them that math and science are fun.
• Ask your middle and high schools to sponsor a MESA program.  If your state does not have MESA, ask why not?
• Volunteer, make a donation, become a sponsor, or create an internship.  Learn more at www.cMESA.org.

Did you or do you have MESA in your life?  Help create one today so you and others can successfully pursue passionate purpose.

Theresa Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)

MORE FREEDOM AND JOY AT WORK — CREATE THE MIND SHIFT

A few weeks ago it was the last day of school for my 13-year-old daughter. As she jumped for joy with her math final finished, happiness floated in the air. Remember the song, "School's out for the summer!" and the great feeling of freedom after taking your last final? As Annie rejoices at the thought of reading lots of books, getting ready for interesting camps, sleeping over with friends, and traveling to distant relatives, business life goes on. Most parents with at-home kids, are working parents, and we do not have the summer off. Tomorrow is the not the last day of work, it is the beginning of a more complicated juggling act until school restarts just 11 weeks from now in August.

Perhaps your kids are older or you don't have kids. Regardless, you must know a recent graduate. My nephew just graduated with a Bachelor's degree and is off next week to intern in Nepal for the summer, doing meaningful work before embarking on graduate studies. Rather than worry about finding the best summer paycheck, he will have a priceless experience, meet new people, learn about a different culture, explore, and grow.

What if you brought that sense of freedom, joy, and exploration to your work and life every day? Is it possible to perceive each day as an adventure and learning experience, regardless of attachment to the exact outcome? Perhaps some of the pressure and stress would lift, your creative juices would flow, and with renewed energy you could continue the pursuit toward your passionate purpose.

Here are PRACTICAL POINTERS to create a mind shift:

	Pause for a moment, close your eyes, and visualize a flower. Recall Edward Abbey's wisdom, "Wildflowers, like love, blossom best in openness and freedom." This is also true with people. Ask yourself what you need in order to allow your sense of freedom to bloom. And then, give that to yourself. Perhaps it is just a mind shift — realizing that you have as much freedom as you allow yourself.
	Next, do something for YOU for a change — something that will stimulate your sense of joy, exploration, and wonder. Rather than all those picky, endless little-and-big tasks on the to-do list, do something, even if small, for yourself today. For me, I dream of hanging out in my hammock even for a few minutes in my secret garden with the aspen leaves shimmering against a brilliant blue sky. The birds chirp and a gentle breeze brings the smell of sweet flowers. My laughter rings out.
	Give yourself permission to slow down, play hooky for a few minutes, and breathe. In between your in-breath and out-breath, there is a magical, infinite moment of possibilities. Your true self is waiting inside that moment to be released.

The worst of times? The best of times? Which are these? It depends on your perspective. You have the power to turn it around. Allow yourself to BELIEVE in the freedom, joy, and adventure of business and life. And then refreshed, take action on your pursuit!

Theresa M. Szczurek (www.TMSworld.com and www.PursuitofPassionatePurpose.com)