4 people you need to forgive -- shared by Brian Tracy

There are four people you need to forgive if you are serious about changing your life and learning how to live in the now.

Brian Tracy writes about these in “HOW TO LET GO: Four People You Must Forgive.”

1. Parents (living or dead). You must absolutely forgive them for every mistake they ever made in bringing you up. At the very least, you should be grateful to them for giving you life. They got you here. If you are happy to be alive, you can forgive them for everything else. Never complain about them again.
2. People from your past marriages or relationships that didn’t work out. These intimate relationships can be so intense, and so threatening to your feelings of self-esteem and self-worth, that you can be angry and unforgiving toward those people for years. But you were at least partially responsible. Have the personal strength and integrity to say, “I am responsible,” and then forgive the other person and let him or her go. Say the words, “I forgive him/her for everything and I wish him/her well.” Each time you repeat this, the negative emotion attached to the memory will diminish. Soon it will be gone forever.
3. Anyone in your life who has ever hurt you in any way. Let them go. Forgive every boss, business partner, friend, crook or betrayer who has ever caused you grief of any kind. Clean the slate and forgive to forget.
4. Yourself. You must absolutely forgive yourself for every silly, senseless, wicked, brainless, thoughtless or cruel thing you have ever done or said. Stop carrying these past mistakes around with you. That was then and this is now.

Brian Tracy is Chairman and CEO of Brian Tracy International, a company specializing in training and development.

Stay open to change

on Adaptability

"When you're finished changing, you're finished." 

-Ben Franklin

"Change Agent" Kenichi Ohmae on cyberleadership in generating and implementing new ideas

When clients of Stinson Brand Innovation need to help their teams navigate change, we recommend our motivational offering called Change Agent®.

With Change Agent®, we focus on:

1. Relevance – defining the need or reason for change with communications strategies
2. Risks – delineating the potential consequences of change and preparing for what’s next
3. Roadblocks – overcoming obstacles to change using specific messages and measurable tools
4. Reward – training to embrace and execute their specific change event responsibilities, even helping prepare for new change opportunities

So, I appreciated this video from Kenichi Ohmae, widely known as “Mr. Strategy.”  He is one of the world´s most highly regarded management gurus. Here he discusses the emergence and development of what he terms “cyberleadership,” which he perceives as critical to the generation and implementation of new ideas.

www.hsmglobal.com

How mighty is the pen? Part 2

To answer some of the questions I posed in yesterday’s blog, I located a specific example of a good use of the pen as a convenience device. The June 5, 2007 Wall Street Journal article “Insulin Pens Go Sleek, With Options” by Avery Johnson goes into details about the use of the insulin pen for diabetics. Interestingly, these pens are not as widely used in the United States as they are in Great Britain.

As we explored yesterday, pens and the fast food society of America go hand in hand. So why the American reliance on tried and true needles and vials instead of the more easy to carry/easy to use insulin pens? Are we less adventurous when it comes to early adoption of new medical technology than the British?

I think the bottom line for why insulin pens were slow to catch on with Americans comes down to options. We are open to trying new ideas as long as the new idea adds something to the equation. If we can get the same results without changing, we are less likely to try the new thing.

When attempting to make a product switch such as this, it can be helpful to consult our Change Agent® tool, which will:
• Define the need/reason for chnge and Relevance for key internal and external audiences
• Create communications strategy, timetable, messages, measurements and tools
• Delineate Risks, Roadblocks, and Rewards
• Mentor managers through the current change event and prepare them for the next
• Train and motivate audiences to embrace and execute their specific change event responsibilities, and
• Prepare for new change opportunities