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So, Doctor, when is the Best Time?

In delivering motivational talks on helping pharmaceutical sales reps get better results, I know all too well the dreaded refrain that many sales reps hear: “I think the drug has strong possibilities, I just don’t think that now is the right time.”

Procrastination

Of all of the sales objections, procrastination is one of the most difficult to overcome. It is a conversation stopper and delayer. In fact, it can delay a sale indefinitely to “maybe” next month, next quarter, next year.  It is a way to express an objection without seeming to hurt your feelings. The intention is to have you leave the office thinking they are nice people. In truth, they’ve delayed your sale and weakened sales results. But why?

Sales performance writer Bryan Gonzalez, in his January 2019 article for HubSpot entitled “The 7 Most Common Sales Objections by Prospects & How to Overcome Them,” lists procrastination as one of the most cumbersome objections.

“Prospects are busy. They will push anything off to tomorrow because today is swamped. Don’t let them! You have a solution they needed yesterday. Reassure them that this is not a buying conversation. You just want to show them what you do, and see if there’s value for them.”

If you have made it into the office, be determined to provide valuable education without being overbearing. You are there to educate as to what the drug can do and how it will help their patients.

Laura Tobias wrote an article for the Lincoln Health Network entitled “Bringing Pharma Reps Back to the Top.”

One of the observations Tobias made was:

“Some medical schools have entire classes devoted to teaching students how to encounter sales reps – doctors are essentially taught how to say ‘no.’ They are also trained to tell patients not to take highly advertised drugs and to instead opt for something that is more effective, even if it’s less known…” If a sales rep calls on a practice with the same information, the same approach and a lack of interest as to the HCP’s needs, it should not be a surprise if procrastination and a lack of interest are the result.

Last year, Michael Kirsch MD wrote an article for KevinMD entitled “How Should Salespeople Sell to Doctors?” in which he gave an example as to why physicians are often put off by sales reps.

He wrote that his practice was called on by two pushy salespeople who focused on the dollars the practice could make rather than the patients that could be helped.

“Not once did either of them mention, even by accident (that they) might help a human being,” said Kirsch. “These guys were so clumsy and so transparent that they weren’t even adept enough to feign an interest in contributing to the health of liver patients.” The sales reps missed the point entirely.

Unless sales reps are determined to give health care providers a reason to not push them away, many HCPs will revert to their training and conditioning that tells them, in essence, “This sales rep lacks the vision to see my mission of helping patients and to be the best I can be in my practice.”

The HCP may be telling you they want to put off the decision, but what they may really mean is that you are lacking the grit to form a meaningful relationship and to provide them with the knowledge they need.

 

To book Scott Burrows, Motivational Pharmaceutical Sales Speaker on Getting Stronger Results for your next meeting reach us through this website or by calling: (520) 548-1169

 

Who Needs to Care for the Caregiver? You. Me. All of Us.

 

Delivering motivational keynote addresses to the healthcare industry on managing change in the nursing profession, I am struck not only by the enormous changes sweeping across the broad nursing landscape, but by the renewed awareness of caregivers as people.

The new generation of nurses wants more for themselves than simply sacrificing for others, an unchangeable given, but they embrace the vision to see the importance of their own needs as well.

At the start of 2019, Jennifer Thew, RN, wrote an article for Healthcare Leaders entitled the “Top 5 Nurse Leadership Issues for 2019.” The issues identified included recruitment and retention, innovative technology, cultural awareness, employee engagement and promoting self-care. In the article, Ms. Thew interviewed Paula McKinney, RN, vice president, patient services at Woodlawn Hospital in Rochester, Indiana.

As I speak at healthcare conventions, “collecting stories” of change management challenges in nursing, I was struck by how McKinney’s observations parallel many of the current concerns I frequently hear.

For example, on the topic of recruitment and retention, she said: “I think [healthcare executives] need to look at being more creative in recruitment activities to attract people to their facilities…the generation of nurses that have been coming out [of nursing school]—and the ones that will be coming out over the next five to seven—want something different than what the baby boomers wanted. They want flexible schedules. They want to feel appreciated. They want engagement…The boomers ‘lived-to-work,’ whereas this next generation has a work-to-live mindset.”

The theme was further clarified under the topic of promoting self-care, where she stated: “For me, the thing I think we need to emphasize is getting nurses to take care of themselves. It starts with CNOs [Chief Nursing Officers]. What are we doing for stress relief? When we’re struggling in the personal world, it’s reflected in your professional world…as nurses, we do not typically take good care of ourselves. What are things we can encourage nurses to do right where they are?”

Who has the vision to Care for the Caregiver?

While healthcare struggles with important issues of managing change such as facility consolidation, major insurance issues, ever-changing computer platforms and technologies, are the nurses themselves being neglected? Are they neglecting themselves?

Study after study has found that “business decisions” that encourage higher stress levels among nurses result in nurses walking away, more forced overtime and higher burnout. Nurse anesthetist Nick Angelis believes “that by ‘taking steps to reduce burnout among the staff, [hospitals can decrease] turnover and expensive hiring and training of new nurses. The current shortage is regional and varied, so by encouraging employee loyalty with flexible, empathetic management, hospitals will find no need for recruiters or agency nurses.”

Carrie Silvers, MSN, RN, clinical instructor at the University of Arizona College of Nursing warned, “Nurses aren’t going to stick around if we don’t see some changes in their work environment.” As more nurses work overtime to fill this deficit, expect burnout rates to soar.”

It comes down to a collective vision. Do healthcare facilities have the vision and then the determination to reduce nursing staff stress, have meaningful nursing staff engagement, and do they have the daily grit to make sure that changes in the way we care for the caregivers matches the broader industry changes? The answer must be yes.

 

To Contact Scott Burrows, Inspirational Healthcare Speaker on Changes in the Nursing Profession for your next meeting or convention, reach us through this website or by calling: (520) 548-1169

 

How Will You Motivate Your Employees to be Safety Strong?

 

How do you motivate your employees to be safety strong and safety resilient? How determined are you to create a shared safety vision throughout your organization?

As a safety motivational speaker on creating strong safety teams, I know there is a huge difference between talking about safety in meetings and having the toughness to be safety strong. A commitment to employee safety requires the resiliency and grit to live safety every day.

What Happens When Teams Aren’t Strong?

There is a quote from the famous British safety consultant Sir Brian Appleton who said:

“Safety is not an intellectual exercise to keep us in work.  It is a matter of life and death.  It is the sum of our contributions to safety management that determines whether the people we work with live or die.”

Appleton was commenting on the tragedy of the Occidental Petroleum Piper Alpha offshore oil drilling rig when in July 1988, 167 men lost their lives in a series of explosions on the rig off the coast of Scotland.

Every man on that drilling platform was given training but in the end the safety experts were shocked to learn there was no plan, no common safety vision and in fact, not even an awareness of how to evacuate the structure. The experts concluded that there were at least 55 things that could have been done – and weren’t done.

It is, of course, easy for us to think that 1988 was a while ago – and overseas in Scotland, after all we’re much safer “over here” in 2019. However, the most recent tabulation from the U.S. Bureau of Labor Statistics paints a different picture. In 2017, more than 5,100 lives were lost on the job, including more than 1,300 in trade, transportation, and utilities, nearly 1,000 in construction, and more than 300 in manufacturing. Serious injuries were in the hundreds of thousands.

The numbers are so staggering that we lose sight of a simple fact. Each injury or death represents a person with hopes and dreams, with families and friends. Each one was exposed to safety training. They may have even been a part of their company’s safety team. So, what happened?

You are the Team

Safety is personal. Carl Potter, writing for Electric Energy Online, said every time there is a serious accident the safety professionals gather the team and spend a great deal of time analyzing the reasons.

“If you want to be a professional in your industry and live a long successful career, learn all you can about your job’s safe work procedures. Encourage safety meetings and briefings that engage and teach. Find ways to help yourself and others learn the procedures. Being a professional is to take personal responsibility to “Learn, Learn, Learn!”

When I give my motivational talks on safety, I emphasize that “the team” is “us.” We are responsible for learning, and for teaching. We can’t help others if we neglect ourselves. You are the team. You must be determined to be safe and to help make others safe. It is not a passive exercise.

Potter continued: “I have attended many a boring safety meeting. Most often we just took turns reading the safety guidelines. However, just like in Sunday School, often the words went in one ear and came out the other.”

If you are determined to motivate yourself, you will in turn motivate others. The strongest link must be you, and you must have the grit to believe it and to live it.

 

Contact Scott Burrows, Motivational Speaker for Safety Teams for your upcoming national or regional meetings through this website or by calling us at: (520) 548-1169

 

 

Keeping Teams Focused and Engaged Saves Lives

 

I consider my work as a motivational speaker for safety teams much more than a keynote speaking exercise. For me, the mission of motivating safety teams to stay focused and engaged prevents accidents and saves lives.

NIOSH

In a study published by the National Institute for Occupational Safety and Health (NIOSH) by Royce Moser, Jr, MD, MPH, Dr. Moser states:

“Simply calling a group of people a team does not make them one, as has been demonstrated too often when a ‘group’ effort was totally unsuccessful because a true team had never been formed.”

Bringing employees together and telling them they are a safety team does not make them a team, even if they share a common manual or they are exposed to the same safety signs. Dr. Moser continues:

“The manager will frequently find it essential to instill a sense of cooperation and support among the professionals and staff involved in order to obtain quality results… the essential criteria of a team are that the members are working together on a common taskeach member is essential to the effort, and the team effort is necessary for the satisfaction of individual needs.”

The onsite staffing service, Staff Management, emphasizes that a strong safety culture is one where employee teams feel personal ownership for the safety of everyone in the organization. Leadership teams should be champions of safety:

“Successful employee engagement in safety programs depends largely on the motivation and support of leadership teams. All members of the leadership team should strive to set positive examples and abide by the same safety policies expected of their employees…behavior-based safety can include leadership taking the time to observe employees and provide feedback, encouraging employees to stay safe and ensuring they are informed about all required safety procedures.”

How Determined is Your Safety Team?

As the two references above and other studies show, safety teams must be determined to commit to making a difference in their organizations. It is an active process where every member of the team must share a common vision to make their workforce safe no matter the size or the mission of the company.

Rebecca Timmins, writing for Safety + Health magazine, talked of a safety team vision where every member of the team must ask themselves: “What organizational structure do we need to support and sustain our vision?”

Ms. Timmins concludes: “Getting the ‘structure’ right improves the likelihood of success, with the side benefit of improving overall organization functioning.  Ensure you have well-defined roles and responsibilities for everyone to flourish. Ask for input on your vision from a diverse group of people and be open to refining it…make sure you and your people have the skills and capabilities needed to realize the vision.”

Without the safety team having the determination and the daily grit to make their shared vision to safety work, employees will not embrace the importance of safety. They will not be engaged.

Without a safety focus and shared engagement, the safety team will be little more than an assembled group of strangers; however, with focus and the resolve to make a difference, the safety team will prevent accidents and save lives. Be determined to make that difference.

 

Hire Scott Burrows, Inspirational Safety Team Speaker for your next meeting through this website or by calling us at: (520) 548-1169

 

They Once Called Banking “Dull,” No One Believes That Now

 

As a banking & financial services change management motivational speaker who came out of those industries, I am intimately aware of the myths. The biggest myth is that the profession is dull. As we all know, nothing could be further from the truth.

Banking Exchange Contributing Editor Ed O’Leary recently wrote:

“Banking has always been primarily a relationship business…so it seems to me that in a successful commercial lending business model, there remains the need for creative intervention of a human sort…at its heart, commercial lending is a highly interpersonal business where we earn our way by being creative with our customers and their needs and with our banks in the management of the risks of financial intermediation.”

While O’Leary is clearly well-versed of the changes that digitalization has brought to the industry, he is even more aware of the unjustified perceptions that have led to a decline in the industry finding bright new talent.

“The lack of newly trained talent augurs well for lucrative careers and job security. But what might it really portend for the industry? Maybe too many people have paid too much attention to the nonsense that banking isn’t innovative or interesting. I can’t imagine anything further removed from reality.”

If commercial lenders have been wrestling with how they will meet the challenge of change, financial services brokers have been going through even more turbulent times. In fact, and in strange ways, change is forcing all of us to come together.

Are you determined to manage the changes?

Managing the Changes in Financial Services

When I give keynote addresses to brokers on how they’re managing changes within their area of the financial services and banking industry, I am often told, “Scott, it’s overwhelming,” or “You won’t believe what’s coming next.”

Twenty years ago, with the exception of science fiction writers, no one in the financial services community could have imagined concepts such as “customer intelligence,” AI, Blockchain, FinTech companies, cloud computing, robotics or cyber-security for that matter.

One of the many projected changes PWC Global envisions for 2020 is the expansion of the shared economy for the financial system.

“By 2020, consumers will need banking services, but they may not turn to a bank to get them. Or, at least, maybe not what we think of as a bank today. The so-called sharing economy may have started with cars, taxis, and hotel rooms, but financial services will follow soon enough.”

There just may be, as the report suggests, a sharing of financial sources just as we currently experience with ride sharing and apartment sharing.

The changes will force commercial lenders and financial services organizations to be more inventive, more customer service oriented and more digitally savvy than ever before. The good news is that those institutions and leaders who have the courage to envision managing these changes will be rewarded with incredible opportunities.

Are you resolute enough to embrace the possibilities?

 

Engage Scott Burrows, Banking & Financial Services Change Management Speaker for your next industry meeting through this website or by calling us at: (520) 548-1169

 

 

 

 

 

 

Big Changes Ahead for Healthcare: Be the Provider not the Patient

 

Speaking to audiences on managing change in the healthcare industry, I often compare hospitals and clinics that are content with clinging to an outmoded mindset to patients awaiting miracles rather than getting legitimate medical help.

No matter your place in the healthcare system, change is either at your doorstep, or it’s coming at you from all directions. The changes are not coming quietly, and will demand a new vision.

Dr. Stephen Klasco, interviewed for Modern Healthcare (May 2019), said:

“We’re going through a once-in-a-lifetime change in healthcare from a B-to-B [Business to Business] model to a B-to-C model [Business to Consumer]; the physician and administrator as the boss to the patient is the boss. If you believe that … you have to fundamentally change how you view things.”

The medical facility and its providers must have the determination to manage the changes sweeping over the industry.

Managing Healthcare Change from All Directions

About a year ago, healthcare writer A.J. Abrawal identified at least six factors that are bringing about change in the industry:  technological advancements, a shift to practices that are more for-profit than non-profit, the changing landscape of the Affordable Care Act, the widespread use of patient data, the modernization of payment options, and more readily available healthcare advice.

Taking any of the changes identified and combining them with Dr. Klasco’s comment, it is easy to envision a scenario where healthcare is soon to become increasingly closer to a supermarket concept of picking and choosing options from a shelf. In fact, it’s about to become literal. For example, the October 4, 2019 issue of Supermarket News states:

“Next month, Sam’s Club plans to begin testing a program that offers members bundles of health care services — including medical, pharmacy, dental and vision care — for a low annual fee. [It is] Called Sam’s Club Care Accelerator Together with Humana.”

It is a given if the Sam’s Club model becomes successful, other national supermarket and wholesale stores will follow. By bundling services, consumers are manifesting a desire to implement a set of changes that the healthcare industry should have seen evolving quite some time ago.

In a 2018 survey sponsored by Aetna, it was seen that patients clearly want greater choice in their care. They want a more holistic approach of diet and exercise rather than relying on a practice for all of their care. Patients are more educated about their desires and treatment than ever before. The study summarized, in part, the findings in this manner:

“It’s clear that in the changing health care environment, transforming care delivery means considering care of the whole person. New care models such as value-based care, in which doctors are rewarded for improving patient outcomes, are creating opportunities to do just that…”

In this shift patients are wanting more choice and asking more questions. They are literally shopping for the best combination of services for their needs, and overall, they are demanding much greater transparency in how they are treated and billed. The industry will have no choice but to change to meet these needs in the years to come.

Book Scott Burrows, Motivational Healthcare Industry Change Management Speaker for your next healthcare industry meeting through this website or by calling us at: (520) 548-1169

 

Staying Focused and Resilient: What is Your Blueprint for Success?

In my addresses as a graduation and commencement keynote speaker, I frequently ask my audiences if they have the determination to stay focused and resilient in mapping out their blueprints for success.

“Staying focused” has become more difficult than ever. In a recent psychological survey that came out of Canada, 89 percent of workers, mostly Millennials, claim they waste time at work. Eighty-five percent of Millennials and Gen-Y admitted to being on the internet (for personal reasons) at work. Yet, here is the odd-ball statistic: 84 percent say constant work interruptions make them unhappy.

The Lack of Focus

In a 2018 study by Baylor University, 60 percent of college students “admitted” to being addicted to their cell phones; about 10 hours per day for women and 8 hours per day for men.

While I am not bashing the internet, cell phones or college students, we have entered an age of serious distraction. As I relate in my keynotes on staying focused and resilient, if our blueprints for success include welcoming distraction, a lack of focus and an absence of priorities, we welcome a career path that reassures a lack of direction.

Writer Jason De Mers for Entrepreneur magazine studied this increasing lack of focus. One of his conclusions concerned prioritization:  “You could also have trouble focusing simply because you aren’t sure what you should be focusing on. The typical entrepreneur (worker or student) has dozens of tasks on his or her plate at all times. So, if you’re one and unsure what to do next, you might jump among tasks frequently, leaving them half-finished, and only dedicating half your attention to any of them…you’ll need to work to establish a firmer system of prioritization.”

Interestingly, the lack of focus leads to a lessening of resiliency. If we focus on prioritizing a series of important tasks, for example, applying for grad school, getting into shape, raising our GPA or looking for work after graduation, and we are constantly distracted, the results will be a lessening of concentration and that leads to failure of the task.

Being focused on a priority allows alternative ideas, other paths or an expansion of knowledge to take place. Without focus, there is no vision, only scattered thoughts; without determination and the grit to push away distraction, there will be a lessening of results.

When I found myself in a hospital bed a quadriplegic, I was determined to get as well as my body would allow. I allowed myself the vision to see movement and daily improvement in my mind and body. I knew that through good times and bad I would need the intensity to be successful. I blocked out distraction and focused on the challenge at hand.

In speaking at graduations and commencements I issue the same kind of challenge to the graduates. In developing your blueprint for life, there will be hundreds, if not thousands of interruptions. There is a choice:  give in to the distractions or be passionate about your priorities.

 

Contact Scott Burrows, Graduation and Commencement Keynote Speaker on staying focused and resilient, through this website or call us at: (520) 548-1169

 

Are You Determined to Be a Change Agent for Your Company?

As a motivational speaker for companies facing ongoing industry challenges in the marketplace, I am fascinated by change agents who have the determination to step up and make a meaningful impact in their organizations.

Who are the Change Agents in Your Company?

When I am delivering keynote addresses on change management, I often ask the following question of audience: “Picture the change agents in your organization. Whose face comes to mind?” The most common answers include the CEO, the human resources director or even the social media department.

In an insightful article that appeared in Forbes magazine, business writer stated “Change management is no longer a term that denotes only operational improvements, cost efficiencies and process reengineering…change management has become a much bigger, more interwoven part of the overall business fabric…that plays into everything that we do, every day, and how we go about getting things done, regardless of hierarchy or rank.”

The change agent includes the marketing manager, the accounts payable people and you. In fact, the most important change agent in your company is you, whatever your position on the hierarchy of the corporate ladder.

We are All Change Agents

Earlier this year, the management department of Michigan State University presented an article entitled The Qualities of Effective Change Agents. They did not rank change agents by position, high to low, but emphasized five important traits all change agents must possess, and in this order:  Flexibility, Diversified Knowledge, Priority and Results Focus, Ownership and Responsibility, and Effective Listening Skills.

Each trait requires three components that I address in my motivational change management keynote addresses:  the vision to understand why it is important, the mindset to make it happen, and the daily grit to overcome any obstacles that may prevent change from happening.

For example, as part of an acquisition an organization may need to implement a new company-wide software system. An employee committed to change will have the vision to see why it is important to diversify and expand knowledge, the determination to excel at understanding the system’s complexities, and the grit to learn and study every day.

Becoming Invaluable

Being a change agent requires making yourself invaluable. In times of transition, executive leaders will actively seek out employees who embrace change. Indeed, the Robert Half management consulting firm stresses the following point in their tips for change success:

“Involve employees as soon as goals are set. Ask their opinions and get their input on how the business runs today and what they believe should be changed.”

Executive leaders want those on their team who are determined to help rather than hinder, and who are willing to go the extra mile to make change successful and to be flexible in their thinking. Change is not always easy but change agents will always be recognized as those who made it happen. Be determined to make it happen.

Contact Scott Burrows, Motivational Speaker for Change Agents and Change in Organizations through this website or call us at: (520) 548-1169

 

Want to Reach Your Biggest Goal? Try Rewiring Your Brain

 

As an inspirational speaker on success, reinvention and mindset, I often encourage my audiences to “rewire their brains.” What do I mean by that? Obviously, I’m not suggesting surgery, but something much more distinct and focused. Neuroscience studies tell us that if we want to reach our biggest goals, we must learn to rewire our brains each and every day.

“I Can’t Change the Way I Am”

One of the most common ways in which we fail to reach our goals is that we convince ourselves we are too old, too tired, or sadly, “too defeated” to change. However, the latest research begs to differ.

The October 24, 2018 issue of Neuroscience News relates the research of noted neuro-scientist, Dr. D. Gilbert. His groundbreaking research suggests that “even when we’re not consciously forming new memories, our brains can change in important ways, altering how we interpret and interact with the world.”

It has long been known that when the brain is injured in an accident it begins to heal itself by finding new pathways. This is how a person who is partially paralyzed can find new brain pathways to create movement in the limbs.

Dr. Gilbert’s research shows us its much more encompassing that that.

“We had always suspected that this ability to form new connections in the adult brain isn’t something that just evolved as a way to recover after injury,” says Gilbert. “Rather, it’s a mechanism that we’re using in our brains all the time.”

Therefore, if we are motivated to go after an important goal, whether it is to get into better shape or work toward a promotion, if we develop a positive mindset and reinforce it, we can better achieve personal success.

Writer Elle Kaplan’s recent article, “How to Rewire Your Brain For Massive Success, According to Neuroscience,” related there are five things we should do every day to help us reach our goals.

These include: engaging in challenging brain activities, looking for new ways to solve problems, imagining the person you want to become, finding a long-term goal, and expanding the way you think.

All of these activities focus on changing our mindsets and having the determination to reach the goals we seek. How will you overcome the obstacles to achieving your goal? How will you energize your brain to better interpret and interact with the world? Who is it you want to become, and indeed, are you satisfied with where you are? What is that one goal you have always wanted to achieve? How do you make your world larger?

Every one of these questions puts you in charge of your life because in the end, only you can create those changes. It leads me to the hardest question of all: do you have the daily, sometimes hourly grit to transform your life?

After my accident, I realized in order to regain function and movement I not only had to have the determination and mindset to rewire my brain, but the daily grit to make it happen. Words are cheap, but grit is real. You can change your life, but you must be dedicated enough to make it happen. You can do it if you believe you can do it.

Contact Scott Burrows, Inspirational Keynote Speaker on Success, Neuroscience and Changing Mindset through this website or call us at: (520) 548-1169

 

 

 

 

 

 

 

 

 

 

 

 

The Challenge of Buggy-Whips, Slide Rules, VCRs, and Caramel Macchiatos

 

In delivering motivational keynotes on adapting, reinventing, and the flexibility needed in the modern organization, it is important to illustrate what happens when companies fail to change. Unless a business – or industry – is determined to change, it may cling to an old vision that is not only counterproductive to growth, but hopeless in offering a solution.

To illustrate my point, a great example is a publicly-traded company (I won’t tell you its name until the end of this post) that only 16 years ago had $5 billion in sales, more than 9,000 stores and 60,000 employees. Their stock certificates can now be used as wallpaper. At nearly the same time, a forward-looking organization seeing the incredible change the internet was about to bring launched its service. The company, having adapted to what was the new internet market, is currently worth about $150 billion.

Change is a Mindset, Not a Fear

It was the ancient Greek philosopher Socrates who observed something that could apply to any keynote speech on adapting, reinventing, and being flexible in today’s business world: “The secret of change is to focus all of your energy not on fighting the old, but building the new.”

Change is a mindset, not a fear.

It was the “Chicken Man,” Frank Perdue, who said: “A business that doesn’t change is a business that is going to die.” Prior to Perdue launching what would eventually become a $6 billion company, his competitors were largely non-branded, disjointed companies. Perdue was determined to create a major niche in the industry by advertising and branding his product. They laughed at him. It was not long before the Perdue brand was asked for by name.

Starbucks CEO Howard Schultz wrote: “Grow with discipline. Balance intuition with rigor. Innovate around the core…make the tough choices…be decisive in times of crisis. Be nimble. Find truth in trials and lessons in mistakes. Be responsible for what you see, hear, and do. Believe.”

In other words, be adaptable and be flexible. You may fall down, but there is wisdom that naturally comes from the lessons that have been learned from falling. You must develop the grit to get back up if you fail. Change is not easy. Despite the incredible success of Starbucks or Amazon for that matter, there were points in their growth when they could have failed. They developed strategic plans, they overcame “disagreements” within their ranks, and they both established a pattern of “do as I do, not as I say.” There was no task that Howard Schultz preached that he did not do himself.

Another famous example is one of the original officers of Costco, James (Jim) Sinegal. Sinegal routinely dropped into stores around the world, often unannounced, and helped bag orders if he noticed customers waiting too long in a line. The customers never suspected who he was. He never took a salary of more than $350,000 annually.

Sinegal, Schultz and Perdue wanted to be close to the action and to observe any changes to their industry first-hand to quickly adapt and reinvent their operations. They worked with managers, vendors, distributors and employees to constantly learn and to explore new options and avenues.

This was something that the executives at Blockbuster never cared to do. When Netflix launched in 2007, Blockbuster, much like old buggy-whip manufacturers, failed to heed what they needed to do to adapt. They lacked the mindset and the determination to change. They never recovered.

Contact Scott Burrows, Motivational Keynote and Breakout Speaker on Adapting, Reinventing and Flexibility through this website or call us at: (520) 548-1169