What One Must Be

"A Musician must make music, an Artist must paint and a Poet must write, if he is to ultimately be at peace with himself. What one can be, one must be..." Abraham Maslow.

• Do you know what you must be?


• Do you know what it is that you identify as being?


• Do you know what you must become?

What do you identify yourself as? A Plumber, Painter, Butcher, Philosopher, Mother, Coach or Trainer?

Maslow, in his quote that I've written above, identifies the importance that each of us is to know what it is we must be. And to realise it by becoming it fully. To realise our potential and in doing so actualising ourselves. In essence, becoming that which we truly can!

Are you doing that today?

Did you contribute towards that yesterday?

Are you planning on doing that in the very near future?

Do you even know what it is that would be so fulfilling? So fulfilling that you would know you had become all that you can be!

Maslow writes that those who do not pursue who they must be, will ultimately be unhappy! So there's a connection - becoming the person I must be equals personal happiness. We seem to live in a world that pursues happiness byway of external activities. And the pursuit of happiness through others, yet in Maslows words it appears we can realise happiness by actualising ourselves by becoming the person we must.

• Who must you be?


• What is your purpose, here on planet earth?


• What is it that would truly fulfill your life's existence?

Big questions that you will need time to consider. Big questions that must be answered. Big questions; that in answering them you will know what it is that you must do daily to move closer to the person you are to become. Personal happiness will be found in the journey of actualising your potential in fulfilling that which you identify as being the ultimate expression of you. Just as the Musician must play music and the Artist must paint to be who they truly are. In doing so they express their essence, their very being is magnified in the activity they have committed themselves to. And in doing so, a sense of true personal fulfillment is experienced by them.

In brief, it appears that a fulfilling life is a life of actualising that which expresses your highest sense of self. For you - what is it? What is it that truly expresses the being within?

A Boys Journey

As a young boy I wanted to be a soldier and serve in the Army. As I grew up I found myself serving an apprenticeship as a Butcher. Later I became a Gym Owner and worked within the Fitness Industry. From one job to another, to another, to another. Fulfilling me momentarily.

Now, as a Corporate Trainer & Executive Meta-Coach I recognise a unique point that wasn't present in all of my previous jobs since leaving school. I no longer think of what I do as work. Work was once laborious, whereas what I do now is a labour of love. What was once laborious is now joyous. I don't even think of it as "work" anymore - more as a conviction. These distinctions, though small, are huge in determining whether what we do daily is in fact an actualising activity. Would I do it if I suddenly won $10,000,000's? Yes I would! Sadly many are working in jobs that are unfulfilling and meaningless. If anyone of them had a lotto win-fall they wouldn't turn up to work the very next day! This is a simple measure scenario of whether what you are doing is fulfilling you daily. If it is not - what will?

To find that which we must become, is to find the meaning of life. A life that has meaning and purpose. A life which you will daily contribute to, and in doing so, experience happiness and personal satisfaction in your career.

So... what is it that you must become. Once you know this, then you must become it!

Reject Rejection!

"No Thanks".

"I don't like what you've done".

"No! Not at all, and don't come back!"

"We regretfully write to inform you that..."

"I don't love you anymore..."

Any of those statements sound familiar? Heard anyone of them before? Maybe you've heard similar comments at some stage of your life. Let's call it by the name we most commonly know it by. Rejection.

Doesn't matter how you view it or listen to it. A rejection statement means just that. Piss off! Get out of here! Cut a track! Make like a tree, and leave! or the more common statement of - "F!#k off, and don't come back!"

Salespeople; Teachers; Coaches; Trainers; Managers; Receptionists; Telephonists; Politicians; Doctors & Nurses, and yes - you also; will face a moment of rejection or 2 (more like 1,000's) in your lifetime.

Is It Possible?

Can we overcome rejection? Can we rise above it and never allow it to taint us? Can we continually face rejection and remain unharmed by its barbs?

YES! Yes you can - most definitely. So... time for 3 principles that will quickly empower you to sail directly into the winds of rejection, and remain calm and centred when the words of rejection comes your way.

1: People do NOT reject YOU. They reject their thoughts about you:

It's never about you. Hell stop thinking your the centre of the universe. People think what they will and do not because of who you are or the product you sell, but what they personally think about it based on their own filtered perceptions and past experiences. They base their opinion about you on what they think. Be aware, that their thoughts and opinions about you are NOT YOU! Embrace that understanding fully - "People are not rejecting me. They are rejecting what they think I am, not actually who I am as a person because they do not actually know me". Furthermore, no person can reject another. This leads me to principle 2.

2: No one can reject me, only I am entrusted with that personal power:

The only person that can reject you is YOU! Wow - what a power. The power to esteem oneself and the power to discount oneself, and amazingly the power to reject oneself is all within your grasp. Count yourself as being valuable, worthy and accepting of who you are and who you are not. In doing so you fully accept, appreciate and honor yourself and overcome all forms of rejection the world will throw at you. You are one of a kind! You are completely unique and gifted with the power to fully embrace, and count yourself, or to reject yourself. No one else can do this apart from you. STOP allowing others to reject you, and claim your personal power back, standing firm, knowing that no man, woman or child can reject you - ever.

3: Rejection lays in the mind of the believer: Stop believing that others can, will, and do reject you. Come on now. Think about what you are doing by accepting that another can possibly reject you. You're giving your power away. You're believing that people can control you. That others determine how you think and feel and your personal worth. That you're emotional well being is manipulated by others and you are nothing more than their puppet. One day they accept you and the next day they reject you.

Who is in charge! Is this what you want? Is this the true meaning of life for you? NO! No more saying yes to believing that others can reject you and YES! to believing principles 1 & 2 above. Believe with certainty that no other person, letter; email or phone call can reject you. Not now, not ever! And now, celebrate your power of choice; of believing that no other person can possibly reject you.

Imagine for a moment how that will be in the days to come. FREE from rejection. Notice how the statements that would normally have rattled you a little or a lot now fall to the ground. Unable to attach themselves to you. At last free you're free from being rejected by others. Imagine what you'll be like when someone attempts to reject you in the future.

Knock... knock...

Conceive; believe and achieve! Rejection wont came round here no more! And, if it does, I wont be answerin' the door!

Many people are bound up by their concern of fear of being rejected. Stopping them from being who they can be personally & professionally. Act on the points I've listed above, and mentally play out in your mind, meaningfully, how it's no longer an option for you to allow others to reject you.

Have a great day, till next time - keep smiling!

www.ignition.org.nz

Copy Me!

Who hasn't done it? Most of us have! Businesses pride themselves on still doing it! ...and it's so common, you don't even question whether what you do is the best thing to do or not! So... what the hell am I talking about?


It goes by a number of names, the one you'll most likely know is " best practices" or the "sharing of best practices". In short, the idea is to gather together people who are deemed experts in their role. You have these experts share their best practices with a Team Leader or Manager, the practices are captured and then passed onto staff through the training & development arm of the business to the larger needy group of lower performers. All this is done in the hope that this will raise the level of competencies across the team or business to mirror those demonstrated by their top performers. Ultimately in a hope of increased productivity, revenue and efficiency.

So what's the problem with this approach? Everyone's doing it, so it must be right! Right?

Wrong!!!

Flawed from the Start

The technique is flawed from one very important angle.

The sharing of best practices is predominantly a behavioural skills approach. You find out what they "do" and then you teach those skills to others. Sounds pretty useful but lacks a very important ingredient. It lacks the specific mental attitude that supports the behaviour, that's being shared. It's a bit like copying the European styling and interior design of a high performing car, but not supplying it with a motor! Crazy? Yes, exactly, yet this is what's being done when we share best practices without the supporting mindset that drives these high performers to do what they do so well.

By modelling best practices and then delivering them via trainings, in the hope of raising the performance bar across an organisation, although it works to some degree, is destined for disaster. This strategy will work for those who have the right attitude but lack the internal skill sets for those staff who do not have the right attitude.

Many thousands, if not hundreds of thousands of training dollars, are wasted on attempting to elevate performance within an organisation byway of the sharing of best practices, when, what is needed, is the modelling of the specific mental framework that supports the best practices (with every behaviour there is an equal degree of attitude that drives it).

How do we do that?
It's highly likely that you don't have the skills to do this. This is a specialist skill set and not found on any corporate street corner. It's easy to copy the high performers behaviours because you can observe them. How do you copy and distribute an attitude? This is where a person with skills in mental modelling is required and they require the ability to also package this information and train others to gain similar results. The ability to succinctly identify the structure that drives the person to do what they do, and do it so well, is a must.

The sharing of best practices can improve performance, no doubt. That is actually the problem - it does work to some degree, and in doing so a corporate seduction occurs, that this is the right thing to do. It is not!

Model what they do internally, copy their attitude, beliefs, understandings, identity, value systems, what they count and discount as they perform, and much, much more. This is where the juice is for an organisation who wants to raise their performance to the next level of business excellence. Copy their best practices, mental framework and then package it in such a way that individual transfer will definitely take place. Do this and you will separate yourself from the "copy me" approach that is so prominent in business and sports today.

Use the same approach to your recruitment process and say good bye to employing the wrong person. Hard to believe? Then contact me.

For more details on applying this approach to your business contact me on 027 4774 560

Bye for now...

Trust - Where Did It Go?

What's a relationship, business or team without trust? Comments like "I can't trust her anymore..." or " He's broken my trust. I'll never trust him again." Are not too unfamiliar remarks from those who have for one reason or another, lost the trust they once had for each other.

Where did it go? How do I get it back? Can you get it back? Where did trust come from in the first place? This thing called trust, what's it all about?

Trust must be present in every human interaction where confidence, safety and service is important. It must be there in abundance and applied liberally in each and every situation, between work team members who wish to maintain both a productive and positive relationship.

OVER ARCHING

The umbrellaing principle that over arches trust is belief in what and who they are. Trust is able to be present fully, as a direct result of believing, that what a person says is true. By believing what they say, we allow trust to begin to grow and continues to flourish, when confirmation byway of action reinforces the initial belief that what was said to you is true. This creates a 4 phase feed-forward feed-back information loop which I have briefly outlined below:

1. I believe you are who or what you say you are.
   
2. I obtain proof of that you say is true by watching your actions or having it confirmed in other ways.
   
3. I reconfirm within myself and to others that you are, based on the feedback I've received - trustworthy
   
4. I develop a sense of trust for you over time.

The mystery of trusts origins lay in step1. It originates in your willingness to believe the other person is telling the truth. In my opinion, this first step relies entirely on you. You begin to trust others because you 1st decide that you will believe they are telling the truth. This original belief in others may in fact have a touch of skepticism and doubt, yet this tiny seed of trust has been sown between the 2 of you. Whether it grows or not will rely on how you interpret what the other person does or does not do.

Trust, once lost between people you work with or a product you have bought, (we can so readily put our trust in some very unusual things!) apparently is way harder to get back than it was to 1st give (can you tell I don't believe this?).

Loss of team trust between staff that work together or between staff and management is one I regularly work with to resolve.

GETTING it BACK

How do we establish trust again when once lost? To keep this article brief (which is what I've intended to do to this point) I'll quickly layout the steps I've found necessary for a team to regain trust for one another (works well for personal relationships also).

1. Identify where the mis-trust has occurred and what is required to correct the matter
2. Each party to "own" their part in the loss of trust between each other
3. Agree that blame and talking about the past is not productive and decide to find an agreed way forward
4. Establish agreed on attitudes & behaviours (AB) which align with correcting the mis-trust
5. The each person agrees to commit to the list of new AB's
6. Be willing to accept the likelihood that mistakes may occur as each learns the new AB's
7. Review & monitor progress regularly.

This process requires from its conception that each person have a degree or fragment of willingness to try to trust one another once again. This is where you must realise it will only work if you each commit to the process, and be willing to believe the other person once again.

If you are not going to do that, then accept things will not ever be the same between the 2 of you.

IMPORTANT TRUST POINT:

"Do I have to forgive and forget? I'll forgive but I wont forget!"

"...Then you will not regain trust." is my reply, when I am told this.

Yes, you are to be willing to forgive, and yes you must learn to forget! If you do not do both of these it will be as if nothing changed. You will be digging yourself a hole daily by not being willing to do both. You may not know how to forget but forget you can as too, can you forgive. Those who are not willing to deliberately forget will not regain the trust they once had.

So getting trust back is all about you - isn't it! It's about you doing the initial part. Being willing to enter into regaining trust by deciding you will begin to forgive and forget and to contribute to the renewing of this critical team component trust. Yes it can and often is complicated to get back. Can you get it back from wherever it went? Yes, most definitely and there are unique circumstances that each will face as each situation is different. The basis of it is laid out above. It's up to you if you care enough to want to begin the process.

Contact me if you're willing or needing to regain & re-establish the trust within your team once again or for yourself.

Bye for now...

The Cost of Teams That Implode

Following on from my previous blogg on conflict I wanted to write briefly about the cost of serious conflict within teams, in particular, teams that daily work together.

There are 2 specific categories of costs to teams. They are tangible and intangible costs. Let's start with the intangable.

Intangable Costs:

It is difficult to put a dollar figure on how much this costs a business in loss of productivity. I am talking about the emotional distress, headaches, ulcers, psych-somatic disorders that are directly related to the bitching, backstabbing and badmouthing that are symptomatic of a team that is imploding. Of the 2 costs mentioned my guess-timate is that the intangable elements cost an organisation far more in company dollars than the tangable & measurable costs of conflict.

The hurt and grief staff can carry around daily brought on by those they work with and the cascading effect passed onto other staff, not directly linked to the problem, create a compounding impact on the organisation as a whole.

All this stemming from 1 instance of continuing, unchastened, & poorly managed conflcit between team members. One common result is the decision of staff directly involved to limit their descretionary work effort to a minimal level, if existant at all. A loss of attitude among staff to "go the extra mile". Resulting in a minimalist approach to work, and the effort required to meet KPI's and deadlines.

Tangable Costs

These are the measureable costs. To the Financial Controller or the Line Manager, it's these costs they understand. They are able to currently monitor the direct loss of productivity or draw on the past cost of what unaddressed team conflict can cause to the business, literally in dollars.

Tangables like stress leave, absenteeisim, personal grievances, drop in productivity, loss of contracts due to poor service, health & safety. How much will you lose in dollars if you do not address the issues staff are having? Grab your calculator and add it all up and then add an additional 50% of that cost again, and still you will fall short of the actual cost of not effectively dealing with team conflict, bullying, bad-mouthing and backstabbing amongst team members.

The Solution

The combined cost of staff conflict is unacceptable to an organisation who wants to be a high performing entity. The combined loss of dollars and staff is well in excess of an accountants ability to move the decimal point further & further to the left followed by ever growing zero's. The solution will cost you dollars - but a small fraction of what the long term cost would be if you had not chosen to right the wrongs within a team.

The solution requires the following 4 steps, assuming you want to truely right the problem:

1. Individual Scoping & Team Diagnosis


2. Team Awareness of the Current Health Status & Committing to the Way Ahead


3. Individual 1:1 Coaching to Team Commitment


4. Team Review and Update of Future Agreement for Continued Synergy

This approach will take as many as 5-7 days spread over a 4-6 week period. Consistantly this approach resolves longterm conflict. Conflict that has been ingrained and fed a negative culture for years, has been resolved consistantly using this approach. Few Organisations in my opinion are truely committed to righting the inter-personal conflict that occurs in some teams and surrender to a quick-fix money saving approach rather than a "tried & proven approach" that gives lasting results.

If that's what you're looking for and you truely want a lasting approach to resolving a teams sabotaging behaviours then lets talk.

Factors For Team Conflict

Just as a Doctor is able to diagnose whether a person is healthy or not, based on an examination and a few strategic questions of the patient. I also, am able to identify the health of a team or determine the degree to which it is unhealthy, and what is required to bring it back to good health and high performance.

If you've ever wondered what you could expect to see in a team that is unhealthy. How they interact with each other at work, or in a sporting arena? I've listed only a dozen examples I've learnt over many years of successfully identifying the negative characteristics of Team low performance and how to effectively bring them back, to a new level of performance, team synergy & productivity.

The 12 Unhealthy Team Symptoms are:

• Blame Culture


• Meeting Avoidance


• Lack of Peer to Peer Respect


• Undermining Chain of Command


• Rumor Mongering


• Confrontational Communication


• Resistance to Change


• High Staff Attrition Rate


• High Staff Stress Leave


• Patch Protection


• "Us & Them" Culture


• Lack of Contribution to Team Problem Solving

...and, just for added values sake, here's another 3 for you...

• A "Me" rather than a "We" attitude


• Sabotaging of Previous Attempts to Correct the Team Problem


• Yelling at Each Other in Staff Meetings

Now... put all these pieces together, add people, stir for awhile (oh, they'll do that anyway!) allow nothing to be done to correct this till the late stages of "...I've had enough of this!" develops & sets in, and you have the perfect recipe for a team to successfully - self destruct!

Awesome how we can do this to each other and even sadder how common this is in the business world. Can it be rectified? Is it possible to recover from this? Can people heal their wounds and rise above the history they have between each other?

The answer is a resounding - YES!

Sure, it takes a special process and skill sets to successful bring the team through the difficulties they have with one another. It also takes a level of commitment from those in care of the team to be willing to commit to a long term solution and not a "quick-fix" which is so often the case.

If you recognise the symptoms as being present in your team, then the best thing to do is contact me, assuming you want positive change. In fact, to save you time, don't contact me unless you are committed to wanting the situation righted! The reason why I say that is because I am not willing to be another failed attempt that can be added to the teams list of "...we've tried this before!"

The diagnosis is this. The team can regain perfect health and back to working productively quickly and effectively. The question I have for you is "...are you willing to do what is necessary for the team to regain good health?"

I guess that is the question all General Practitioners ask of their patients "...are you willing to do what's necessary to recover from your ill health?" If you are - contact me.

email: col@ignition.org.nz

The Difference Between NS & NLP

The above title pretty much addresses what this section is about. It's a question that I am asked often by those who have heard about or been trained in NLP.

The question is: "What is the difference between Neuro Semantics and NLP?..." or a similar question asked of me "...Isn't NS & NLP the same thing?..."I'm going to outline some my response in brief.

This response is in no way a definitive and comprehensive reply, nor is my answer necessarily aligned with that of the International Society of Neuro Semantics (ISNS). This is specifically "my" reply to the question - "What's the difference between NS & NLP?"I'll assume that you are familiar with Neuro Linguistic Programming (NLP) or have been introduced to Neuro Semantics (NS).

If you have not been introduced to NS then email me and I'll send you the dates of our New Zealand, NS Trainings or contact details of NS Trainers who are delivering training in your part of the world.

The Differences.
Firstly, if the question is about differences then it wouldn't make sense I reply with the similarities between the 2 models. So I will focus on the differences, after all it is the differences that truly can make the difference!

1: NLP was founded in the mid 1970's by Richard Bandler & John Grinder of the USA. NS was founded in 1994 by Dr. Michael L. Hall and Bob Bodenhammer from the USA and has continued to grow from there.

2: NLP does not have the Meta-States model which is the 4th Meta domain.

3: NLP does not have or make reference to the key principle of the Meta-States model which is "Self-Reflexive Consciousness". This is a major difference that makes a substantial difference.

4: NLP has liner modelling processes. While having linear modelling capability NS also has systemic and recursive modelling process of one's subjective reality, which NLP does not.

5: NS has the following models: Meta-States, The 7 Matrices, Mindlines, The extended Meta-Model, Extended Meta-Programs, Self Actualising Psychology, Axis of Change, Behavioural Benchmarking, Meta-Coach Framework. NLP does not.

6: NS was originally formed from integrating the field of General Semantics and NLP which resulted in having neither of these 2 fields but a new gestalt now known as Neuro Semantics.

7: NS has taken from NLP what works and left behind what does not, and has done this with numerous other models like:

Cybernetics, Family therapy, Sports Coaching, Systems thinking, Cognitive behavioural psychology, Social Psychology, REMT and Transactional Therapy, Gestalt therapy, Linguistics, Social & Emotional Intelligence, Accelerated Learning and the Human Potential Movement etc...

From these and many others, NS has integrated and remodelled them to create new or updated models for achieving personal excellence that do not exist in NLP

8: NS has a single Global Community (ISNS) and NS Institutes on all Continents of the planet. NS is overseen by an NS Guardian Group which supports the NS mission & vision and its future direction globally. Whereas NLP has a number of splintered organisations globally and lacks a single unified voice for it's affiliates.

9: NS has patterns (NLP known as interventions) that can be mixed and matched in many ways to create an unlimited resource of strategies to generate personal change that do not exist in NLP.

10: Finally, for those with some knowledge of NLP, the Meta-Sates model is not "...simply a collapsing anchors technique..." Meta-states is more than collapsing a state with a state. There are 2 other parts that need to be understood. Coalescing of states and the emergent gestalt state needs to be understood as defining the Meta-States model from the NLP technique of collapsing anchors.

It's these and subtle, yet critical components that I've briefly outlined that contributes to making the difference that sets NS distinctly apart from the earlier field of NLP.

Within the NS Community there are those who have merged the 2 fields as 1 (NS-NLP). There are also those, like myself that consider NS as a distant relative of NLP (as NS is of many other modalities) but distinctly a field unto itself. (As I mentioned these are my own thoughts only)

My apologies to those of you who wanted a more specific & detailed writing on this topic.

You can download thousands of pages from the ISNS website : http://www.runyourownbrain.com/ or visit http://www.ignition.org.nz/ to read articles written by my friend and college Dr. Michael Hall. I'm sure, if you are wanting more background and detail, there is plenty there to flick through.

If you want to know more about NS and how it can enhance you business, career, sporting performance, coaching & training. Email me: col@ignition.org.nz - bye for now.

The Golden Rule

When asked to assist in realigning a team that has either minor or a major conflict within it, one of the most common requests is for those in the team to be willing to apply the "Golden Rule". This is one of the key rules of engagement that they wish to use as a guiding principle to begin to be more engaged positively with one another and get back to being a team, achieving the primary purpose they were formed for. This could be to win a national title, as in a sports team or to maximise their productivity, as a corporate team.

The golden rule (GR) is the rule that states, and in my own words, "...to treat others as you would like to be treated yourself...". This rule appears in one form or another across numerous cultures and religions on our planet. It has been around for many thousands of years, and in my own opinion, is as relevant today, as it was way back then.

In working with this rule as a facilitator, I have found the GR requires a number of considerations that need to be present to make it work effectively resolving how a team will use it to modify the way they interact with each other in a new and more empowering way, hopefully!

For the GR to work these are a few of the principles that I use to integrate it successfully:

The assumption the the GR has is, we assume that we both would like to be treated in the same manner. What I have found is no 2 people wish to be treated necessarily the same way as each other in the same situation. Nor do 2 or more people have an understanding of how each of them wish to be treated, at least not without prior agreement.

Initially for the GR to work we need to have a clear understanding of how each of us like to be treated. Otherwise we are at best, guessing for the other person and impossing our own model of the world on them. If you wish to avoid this, and make the GR stick, use these 3 stages to begin the realignment of the team to begin honoring the GR

Stage 1: Understand: Initially what I suggest is a slight change to the GR, which would read "...let me understand how you would like to be treated so I can begin to treat you that way..." This will require you to each share specifics on how you wish to be treated. It requires you to get to know one another. For some in the corporate sector, suprisingly, getting to know each other is a new concept! But know each other we must for the GR to begin to work.

Stage 2: Empathy: Develop and grow empathy towards the other person. Once we begin to get to know the person we can then begin to get a sense of, and an understanding of, what they like and do not like. This allows us to bridge the gap between what I like and they like. This is the ME - YOU model of relationship building. (more about that model in later writings).

While developing empathy for how others think & feel you can also draw into focus a touch of acceptance and allow that to grow also. Begin to accept that others are different from you, and may not wish to be treated in the "same" way as you do. Once you have a description and agreement between each of those involved you can then monitor progress and adapt as required to fine tune the GR's effectiveness for the team.

Stage 3: Contrast Analysis: Ask the question "How do I like to be treated and how do they like to be treated?" Notice the differences between the 2 mindsets (ME & YOU) and meet them with their needs not yours in a specific context you face together.

Example: The GR can go astray in this instance. When I have a different way of wanting to be treated than you. i.e. I like to be confronted face to face if any of my team members has a problem with me, and I will confront others who I have a problem with be, face to face!

This may work well for the one who likes to confront the other and do exactly the opposite for the person who prefers to take time and discuss the problem with others or thinks that a face to face meeting, when a problem arises, without a mediator present, is a highly confrontational situation and will further escalate the problem between the 2 team members!

Hopefully you get my point. The GR requires some intermediary stages before a team can take on the original meaning of "...to treat others as you would like to treated..." to do this successfully requires a close realtionship with many components present to make it a truley Golden Rule.

To know more about how to facilitate conflict between team members and apply the golden rule with a team setting, contact me directly.

email: col@ignition.org.nz

Late Beginnings

I woke up this morning & decided it was time to begin what has been a late start for me, to write for and begin this blogg. A place where I'll share my thoughts and life's happenings on a regular basis. I'll cover everything from my professional world as a Trainer, Presenter, Keynote Speaker, Performance Coach & Neuro Semantic Master Trainer.

I intend on writing about those thoughts that somehow have remained stuck in my mind at the end of the day or woke me up early in the morning, as is often the case. Those thoughts that have in some way, moved me enough to present it here in this forum.

If you have met me in a professional context, then this will be the place where I hope you'll get to know the personal side of the presenters persona. The face that you don't really meet when our paths cross in the business world. This will be challenging for me. It'll require me to be more conscious of what I want to share with you and what I have, that I believe, will positively contribute to those who read this blogg.


Who Will Benefit From Reading and Visiting this Blogg?

Well... if you are wanting to know success principles and are a wanna-be-success magnet at heart, a business leader, trainer, coach and presenter, and have a real interest in personal development in every aspect of your life. You'll do well here at this Blogg!

Over the years, and having meet thousands of people through many presentations and trainings. I have been asked "How did you get to be where you are now?" ... or... "What are you currently reading or exploring now to enhance your professional career?" I'll answer these queries on a regular basis and also invite you to ask more of me in the hope that I can provide an adequate answer for you. In doing so, your feedback or questions will bring real value to this blogg and it's readership.

Save this Blogg in your web browser. Visit often, and drop me a line when you can.

It's been a late beginning, but a beginning all the same to get this Blogg underway. I look forward to sharing the journey with you. Let's begin. . .