How to Get Your Team Fired Up About a Change

The minute I walked into their building, I could feel the excitement reverberating from the walls. Everyone was buzzing about the unveiling of their new company name, branding, and messaging. The IT Guy explained that they were “no longer” a start-up (true), and the designer clearly articulated how these changes were to take the company into the next phase of their growth. Everyone I spoke to was fired up, and could articulate the reasons behind the changes in a remarkably extemporaneous and consistent way.

“How long have you known about this?,” I asked suddenly aware of how different this announcement felt from the ones I was a part of in my corporate roles. “Oh about a month,” was the consistent answer. “They trusted us to keep in under wraps until today.” “We don’t really have secrets around here.” I looked around. The only closeable doors were the conference rooms and the cleverly designed old-fashioned red phone booths employees could use in case they needed some privacy for a personal matter. “Plus WE WERE PART OF the design for the new look for the website and social media channels.”

I thought back to my early years on the receiving end of such transformation messages. As a lower level manager, I’d receive last-minute notice of a meeting and then would head to a conference room or a conference call to hear a carefully prepared speech about why we should be fired up and then handed a tee-shirt to seal the deal.

A few years later, when I was closer to the inner circle, I’d receive an invite to a conference call 30 minutes before the press release, where I would be handed a list of carefully crafted Q & As to cover with my team 30 minutes after the press got the news.

In my most recent executive role, I signed a stack of non-disclosures and was one of the few “in the know,” wordsmithing talking points and crafting As to the Qs most likely to be asked, triple checking to ensure the wording could be stomached by both legal and the employees.

Of course, you can’t manage a Fortune 50 company like a “no longer a start-up.” But, when the veil of secrecy becomes the norm, employees waste valuable energy bracing themselves for what’s next and guarding their enthusiasm.

Organic fire comes when change ignites with you, not on you.

If you want a team on fire about your change, trust them enough to help gather the kindling.

5 Ways to Ensure Your New Program, System, or Idea Is Adopted

From my perspective, the new system was genius. Instead of our enterprise customers typing in their service orders in an email for call center reps to retype them into our systems (which almost always contained errors) the customers now had an easy interface that would “flow through” to the backend systems. Faster, with higher quality, and an added bonus of working on weekends.

Only one problem, the reps (and their union) HATED it. And they had a point. What about white glove treatment for high-end customers? What about relationships?

The truth is both points were true. Large Enterprise customers wanted efficiency AND differentiated service from THEIR kind reps, like Kenetra. It wasn’t either/or. It wasn’t them or us. It was about working together on building a customer-focused adoption strategy.

And that’s why our Region led the Nation in “Flow Through.”

Although I give some tongue-in-cheek credit to my rendition of “The Flow Through Happens Tonight (to the tune of The Lion Sleeps Tonight). Thank God this silliness preceded YouTube.

If your program, system, or new idea isn’t gaining traction, don’t push– involve.

5 Ways to Ensure a Smoother Roll Out

1. Be Honest about the Benefits

ALL employees care about is WIFM (‘What’s in it for me’) is BS. Sure, employees want to know “What’s In It for them.” They equally want to know what’s in it for you and for THEIR customers. Leaving that part out just leaves them to fill in the blanks and make assumptions (i.e. the next thing you’re going to do is downsize). They want to know you’re thinking this through with your brain, and not just your pocketbook.

2. Start Small

Don’t start advocating for a system that’s not ready or full of flaws. Test it first with a small group, take their feedback seriously and get it right. It’s tough to regain credibility. “Oh yeah, I admit it sucked before, but now it’s better,” only leaves the masses wondering why some bozo made a choice to sing praises for a system that was full of problems in the real world. Even if you think it works well in the IT war room, field test it first. Yes, this takes time. Go slow to go fast.

In the example above, we worked the kinks out with one team and gave headquarters feedback until I’m sure they were sick of hearing from us (actually, me… never make your team be the bad guy). Take the risk of making some waves to make it easy for your team. We were slower out of the gate than most regions. But no one remembers that part of the story.

3. Establish Easy to Access Listening Posts

This is perhaps the most important part. Really listen to what your people are saying. Most importantlly, respond to feedback with solutions–not selling. When you fix something, communicate it back five times, five different ways.

4. Gather Reluctant Testimony

Lift up as many testimonials as you can. Get your most excited employees showing how your new idea, system or process changed their world. Your most influential stories will come from the least likely suspects: the sales guy who never bothered with this crap before; the new rep who’s now running circles around the old timers because she uses the system; the supervisor who got her entire team (including the union steward) doing Harlem Globe Trotter tricks with the system.

5. Involve the Team in Key Decisions

No one wants stuff done TO them, or even FOR them. WITH them goes a lot further. What’s working well and how do we leverage it? What enhancements do we need? Where should we head next? All these questions go a long way.

Are you facing a vital strategic change? Please give me a call at 443-750-1249 to discuss how I can best support you through consulting and speaking. Together we will achieve breakthrough results.

Important Ideas on Change and Transitions: A Frontline Festival

Welcome back to the  Let’s Grow Leaders Frontline Festival. June’s Festival is all about change and transitions. We have a record line-up of impressive thought leaders. Thanks to Joy and Tom Guthrie of Vizwerx for their awesome pic (see right). Follow @joy_guthrie. A special thanks also goes to LGL intern Ben Evans.

Leading Change

“Change is the law of life. And those who look only to the past or present are certain to miss the future.” –John F. Kennedy

Kate Nasser of Smart SenseAbilities brings us Leaders, Leading Change Within Yourself Changes Everything. Kate reminds leaders, that if you want to effect change in your organization, first change your behaviors and actions. Then watch the waterfall of change begin. Start with these 5 steps. Follow Kate @KateNasser

Tanveer Naseer of Tanveer Naseer Leadership brings us How Leaders Can Successfully Champion ChangeLearn about 3 lessons from the political realm that inform us on how leaders can successfully champion change initiatives in their organization. Follow Tanveer @TanveerNaseer

Mary Jo Asmus of Aspire-CS offers Being the Change.  Your next promotion won’t happen until you “be the change” that those who have your career in their hands expect to see.  Follow Mary Jo @mjasmus

Julie Giulioni of juliewinklegiulioni.com shares Growth: It’s No Longer Optional In today’s hyper-competitive environment, change and growth are no longer optional; they’re non-negotiable. Follow Julie @julie_wg

Bob Whipple of TheTrustAmbassador.com brings us Leading Change Initiatives. He outlines essential steps for successful change among leaders. Follow Bob @rwhipple

Bill Benoist of Leadership Heart Coaching shares Accepting Change. Leaders are supposed to embrace change, right? Even the best of us have trouble accepting change on occasion. Follow Bill @leadershipheart

Artika Tyner of Planting People. Growing Justice shares 6 Leadership Quotes for Leading Social Change. This blog offers practical advice on leading change by discovering your authentic voice, finding your purpose, and empowering others to lead. Follow Artika @DrArtikaTyner

Jon Mertz of Thin Difference offers VUCA Times Call for DURT LeadersChange is defined in many ways, and one way is VUCA: Volatile, Uncertain, Complex, and Ambiguous. Leaders need to step up their character and capabilities to navigate change effectively. Follow Jon @ThinDifference

Jeff Miller of The Faithful Pacesetters brings us An Agent of Change. We all think things are always getting worse…don’t we? John the Baptist knew that Jesus would bring a better future for all people of the earth. Leaders can also provide an improved future for others by promoting the proper changes needed. Follow Jeff @JeffJayMiller

Michelle Pallas of MichellePallas.com shares The Door to Change Opens From Within.  If we ask others to change without changing something about ourselves, success is unlikely. Follow Michelle @MichellePallas

Brian Sooy of Lead Change Group offers Positive Communication Leads to a Culture of Innovation. This post challenges leaders as to whether or not they are truly comfortable with change.  Follow Brian @BrianSooy

Overcoming Resistance to Change

“Progress is impossible without change, and those who cannot change their minds cannot change anything.” –George Bernard Shaw

Alli Polin of Break the Frame shares Want Someone to Change? You Go First. No matter how much you want someone to change, it’s not up to you. Follow Alli @AlliPolin

Jesse Lynn Stoner, Seapoint Center shares great insights in her post Create an Unbalancing Force if You Want To Move an Elephant. Vision alone is not enough to create change. Neither is focusing solely on pressing issues. Newton’s First Law explains how to overcome resistance to change. Follow Jesse @JesseLynStoner

Bernie Nagle of ZunZhong brings us ‘Power Undies’ Makes You Fly? Resonant, conscious leaders are able overcome the natural human tendency to resist change, and are able to embrace the “new”. Follow Bernie @altrupreneur

Martin Webster from Leadership Thoughts offers Why Some Business Problems Almost Always Can’t Be SolvedMartin discusses the complexity of leading organizational change and the soft skills needed to lead successful change projects. Follow Martin @tristanwember

David Dye of Engage! brings us How to Stop Burning Emotional Energy. Your body turns over 98% of its atoms every year! Change is a constant, but how we react to it is a choice. In this article, David shares a practical tool you can use to reduce and eliminate wasted change-related emotional energy. Follow David @DavidMDye

Managing Through Career and Life Changes

“For the past 33 years, I have looked in the mirror every morning and asked myself: ‘If today were the last day of my life, would I want to do what I am about to do today?’ And whenever the answer has been ‘No’ for too many days in a row, I know I need to change something.” –Steve Jobs

Chantal Bechervaise of Take it Personel-ly shares Have You Chosen Your Future?Dreams and vague hopes are not choices. You have to make a choice to create change. Follow Chantal @CBechervaise

Steve Broe of My Career Intact brings us How to be a Fast Mover in Your Career Change. Steve reminds us to be impatient, and be disciplined too. A career change can be difficult, and highly worthwhile. Follow Steve @DrSteveBroe

Jennifer V. Miller of The People Equation brings us 9 Things Team Members Want to Know About the New Boss, but Won’t Ask. Jennifer reminds us that during leadership transitions, new team members are highly curious about the incoming boss. But they won’t always ask what’s on their mind. Here’s what new leaders should be prepared to answer. Follow Jennifer @JenniferVMiller

Blair Glaser of BlairGlaser.com shares Soul Fetch: The Art of Transitioning between Work and Life. Sometimes major life transitions can be handled more gracefully if we master the small ones. How do you transition from work mode to play mode everyday? Follow Blair @BlairGlaser

Monique Valcour of the Harvard Business Review Blog Network shares If You’re Not Helping People Develop, You’re Not Management MaterialFacilitating employee learning and development is an essential competency for every manager. Here’s why—and how to do better at it. Follow Monique @MoniqueValcour

Subha Balagopal of The Principal’s Pen brings us “Are You Wearing Your Seat Belt?” ~ Tips for New Principals. Reflecting on her journey as a school principal and with a spirit of ‘paying it forward’ Subha shares some tips for individuals preparing to step into new school leadership roles. Follow Subha @PrincipalsPen2

Communicating Well During Times of Change

“When you blame others, you give up your power to change.” –Robert Anthony

 Julie Pierce of Empowered by Pierce offers 5 Ways to Fill in the Blanks in Your Change Communication Plans. Ever felt like you needed to say something about the big change but aren’t at liberty to say anything? Leadership Coach Julie Pierce shares 5 ways to avoid Mad Libs leadership by filling in the blanks for your team. Follow Julie @Julie_Pierce

John Hunter of Curious Cat Management Improvement Blog offers Communicating Change. John believes the best way to communicate significant change is to explain how the change ties to the long term vision of the organization. This, of course, requires that such a vision actually exists and the change supports that vision. Follow John @curiouscat_com

Julie Pierce of Empowered by Pierce offers The Magical Mantra for Staying on Track With Change. Ever start in the direction of the new only to find yourself stumbling back towards the old? Leadership Coach Julie Pierce offers a key phrase for any successful change. Follow Julie @julie_pierce

Tom Eakin of The BoomBlog offers Don’t Doom Your Change Initiatives With This Word! There is one word most of us use when we talk about changing things for the better. When we use it, we reduce the probability that change will actually happen. Follow Tom @goboomlife

Making Elegant Transitions

“If there is no struggle, there is no progress.” –Frederick Douglass

 Linda Fisher Thornton of Leading in Context shares Ethics Isn’t Finite: It’s Evolving. As we strive to build ethical organizations, we must remember that our target is moving. As the world changes, ethical expectations change. Follow Linda @leadingincontxt

Frank Sonnenberg of Frank Sonnenberg Online brings us 13 Ways to Destroy Creativity and Innovation. Do you encourage innovation? Here are 13 ways that people destroy creativity and innovation every day. Follow Frank @FSonnenberg

Matt McWilliams of MattMcWilliams.com shares What Great Leaders do in a CrisisGreat leaders thrive in a crisis. It’s when times are toughest and everyone around is shirking responsibility and running away, that great leaders shine. Follow Matt @MattMcWilliams2

Lisa Kohn from the Thoughtful Leaders Blog brings us Change is a Chance to Grow. If we don’t change we stagnate – we don’t really grow. By limiting ourselves to what we already know how to do and what we’ve already experienced, we limit how much we really live. Follow Lisa @ThoughtfulLdrsFrontLine2014picmonkey

Coming Soon

Interested in submitting a post for an upcoming Frontline Festival? Here’s the editorial calendar (click to enlarge). Now accepting July submission. Click here to submit.

9 Ways To Be A Positive Force In A Negative Workplace

My German Father-in-law would call trying to fix this negative workplace, Furzen gegen den Donner, farting against thunder. I’ve got to admit, the description I got on the other end of the phone was pretty bad: little to no recognition, development, or teamwork combined with long hours, limited resources, lots of finger-pointing, and the uncertainty of a new acquisition and consolidation.

When my caller tried to get a hold of a list of the company values, no one seemed to know where to find them. The veterans knew they existed, somewhere they were as opaque as the vacation policy no one took seriously.

Leaders were fleeing this negative workplace every day. And yet this LGL member was staying, and pulling people together to improve the scene (which had nothing to do with his day job). Why?

“I used to feel like I needed to get out of here, but now I’m so excited to be part of the solution. it’s fulfilling to see progress. I know I may lose my job in a year or so, but for now this feels like important work.”

Important work indeed. The world needs people who dive deeper to change a negative workforce. It’s far easier to run away. Here’s some tips that can help. Please add yours to the list.

How To Be A Positive Force In A Negative Workplace

  1. Ask Why They Work – In this negative environment, this may seem obvious: “for the pay check, stupid”. But take it a step further. Do they work to support their sick mom? To pay back student loans? To save for their children’s education? Because they enjoy helping customers? Because? Reconnecting to the purpose of work can help make the smaller annoyances less frustrating.
  2. Call It What It Is – When you see negative thinking or actions, talk to the person privately to call it out – particularly if other leaders are involved. When negative attitudes and talk are all around, it’s tempting to ignore it. Raise the bar and change the conversation.
  3. Rise Above The Drama – Refuse to get sucked into the rumors and gossip. Respond to your team’s concerns with transparency and candor. Be the one people know they can trust for a straight answer.
  4. Find Kindred Spirits – The truth is not everyone is negative, although it can feel that way at times. Look around and find other folks trying to change the scene for the better. There’s strength numbers.
  5. Create A Cultural Oasis – It’s easy to feel overwhelmed trying to fix the overall culture. Start with your own team and do what you can to make it feel better to come to work. See: BYOO: Build Your Own Cultural Oasis.
  6. Find Reasons To Celebrate – With all the negativity, it’s easy to over look the good. Go out of your way to recognize and celebrate small wins. Substitute weak phrases like no problem with more enthusiastic recognition power words.
  7. See Barriers As A Challenge – Encourage your team to embrace the problems they are seeing as challenges to learn and grow from. Recapping learning along the way helps them feel a sense of positive momentum even during the most challenging times.
  8. Laugh More – I had one colleague who would respond to the most ridiculous political nonsense by reminding us it’s all comedy. Stepping back and recognizing how ridiculous some behavior is creates a healthy distance from which to respond more appropriately.
  9. Hold Deeper Developmental Conversations – In periods of uncertainty, people yearn for a sense of control and connection. Take your developmental conversations to the next level. Ask your team and your peers about their hopes and dreams, what motivates them and what scares them. Show up as a real human being caring about other real human beings.

4 Reasons Execution Breaks Down: and How to Fix It

When execution is broken, so is leadership. Teams that don’t execute are starving. They crave vision and direction. Carrots don’t improve vision.

Execution breaks down when there’s..

  • fuzzy vision
  • lack of buy-in
  • hidden agendas
  • competing priorities
  • confusion
  • chaos
  • apathy
  • broken teamwork
  • ?

Don’t blame, punish, or make excuses. Lead better.

4 Reasons Execution Breaks Down (and what to do about it)

  1. Lack of Commitment
    Excitement doesn’t necessarily mean commitment. Encourage early dissent. Ask, “what’s wrong with this plan?” or “How’s everyone feeling.” Check with folks offline. Ignored objections will visit later in uglier clothes.
  2. Unspoken Agendas
    You’re the boss, so they go along. But, they have their own ideas, stakeholders and personal concerns. Surface competing commitments. Help the team prioritize. Talk one-on-one.
  3. Fuzzy Direction
    You think the plan is clear– it’s not. Ask the team to articulate their specific next steps and timeline. I’m often amazed at the breakdowns. Best to catch them early.
  4. Moving Too Fast
    I’ve got scar tissue on this one.Early in my career my boss pulled me aside.
“Karin, you’ve got good ideas and big energy. Your brain moves quickly. You get remarkably excited. You rally the team and start running. BUT. you get running so far ahead that you forget to look back and see if we’re with you. Slow down, look back, folks are gasping for air on the side of the road and can’t see you. Make sure we’re with you.”

If you’re a runner, learn to wait at the water stops. Check for understanding.

Commitment, agendas, direction, velocity.

Chaos Curtailed: How To Shield Your Team

I am a big believer in transparency. Transparency builds trust and creates a trusting and respectful work environment.

Share vision. Share rationale. Share decision-making processes. Don’t share chaos.

Trust me. I’ve learned this one the hard way. Sharing too much may make you feel better, but the stress multiplies as it rolls down hill. Resist the urge and learn to become a buffer.

“Sadly most organizations seemed to have embraced chaos and called it a good thing for an organization. One example is the rising number of job descriptions that include “tolerance for ambiguity’ as a necessary skill. Let me be clear: chaos is never a good thing for an organization. While the world is fluid, and increasingly so, this is no excuse for ambiguity and chaos in organizations. Rather than asking your workforce to accept and develop a skill set around coping with chaos, you should be doing everything you can to reduce the chaos to begin with.”

Your team does not want to…

  • see the stress on your face
  • know about the indecision in the meeting you just left
  • understand the stupid hoops you just jumped through
  • have their schedule jerked around because yours is a moving target
  • have deadlines that creep closer as you get more nervous
  • hear about the pressure you have from those above
  • know about your political or career struggles
  • ???

They do want to…

  • understand the big picture
  • know where they fit in
  • understand what they need to do
  • know which decisions are final
  • understand what is up for discussion
  • know what could still change
  • ???

They are looking for you to…

  • do what you said you would
  • stay the course on your big plans
  • be there to support
  • explain the reasons behind any changes
  • follow through on your commitments
  • ???

It takes courage to buffer the chaos. Teach resilience, but shield as much as you can. They will watch and learn and grow from the experience of watching you do it well.

 

How To Be Your Own Experiment

Have you made a New Year’s resolution? I am always astounded at how many folks tell me that their resolution is “the same as last year.”

It’s often the same with our leadership. We read the books, we take the course, we build our action plans. We keep working on the same stuff, it gets better for a while and then we hit a snag. Perhaps we revert back to our old behavior. That’s when the real work begins.

“If you call failures experiments, you can put them on your resume and claim them as achievements”
~Mason Cooley

Hmm… Perhaps we are going about it the wrong way. What if instead of a New Year’s resolution, we approached 2013 as an ongoing experiment toward what we are hoping to become.

I’ve been intrigued by the book, Change Anything: The New Science of Personal Success.  It’s not a leadership book per say, but worth a read, particularly if you are serious about making a significant change.

Be The Scientist and The Subject

What struck me most in terms of application to leadership was the concept of “being the scientist and the subject.”

Whether working to lose weight or changing your leadership approach, it’s not about following someone else’s diet or following the steps outlined in a leadership course.

Instead what works best is trying something new and carefully paying attention to how that worked adjusting and trying again.

The changers we studied discovered what worked for them through a scientific process of trial and error. They didn’t get it right the first time. in truth, when people are struggling with tenacious habits, few ever do. Instead they took two steps forward and one step back — and sometimes the reverse. But they had a skillful way of learning from their setbacks so that their plan evolved in a deliberate direction. They snipped a little here and added a little there. They tried a new technique, observed, learned and tried again. Day by day, week by week, they moved forward until one day their plan addressed all of their unique challenges– and they succeed.

Change Anything author Kerry Patterson and team go on to share how identifying critical moments, vital behaviors and understanding the sources of influence can all inform this personal experiment.

“If you want to succeed, you’ll have to give up the hope of simply being the subject of some smart person’s discovery. You’ll have to be both the scientist and the subject– in search of the most important science discovery of all: how to change you.”

How can you “turn bad days into good data?”

When your resolution becomes an experiment, even mistakes can be progress.

What is your 2013 experiment?

12 Turnaround Tactics

Turnaround situations offer a great opportunity to lead.

I had one mentor whose tongue in cheek advice was, when considering taking a new job “always look for the one where the guy before you was an idiot.”

I get most excited when the situation is a big mess.

In such scenes there seems to be more political latitude to make dramatic change.

Rocking a sinking boat is more acceptable.

Even when things look broken on the outside, there is usually more going right than wrong.

The trick is to carefully assess the situation, and then pick the right things to change.

So you’ve been asked to turnaround something important. What do you do?

Here’s my thinking based on experience what would you add?

12 Turnaround Dos

  • Start slow and ask a lot of questions
  • Give the current team the benefit of the doubt
  • Find your “A Players” and ask what they would do
  • Talk with key stakeholders about what is working and what is not
  • Create a clear and compelling vision and values
  • Clearly articulate what will be different and what will remain the same
  • Understand the current “brand” of the team or organization and where it came from
  • Clearly define the skills needed for success
  • Assess the will and skill of the current team, and get the right people in the right seats
  • Recruit for missing skill sets
  • Identify the key behaviors for success
  • Consider re-branding the organization or project with a new name and/or logo (make sure something is really different before you do this)
  • ???
  • ???

Bonus: Turnaround Don’ts

  • Talk poorly about previous leadership or strategy
  • Assume everything needs to change
  • Assume your current team can’t be effective
  • Change everything
  • Assume you know what is best
  • Be afraid to make some bold changes
  • Become frustrated change takes time
  • Start claiming victory too soon
  • ???
  • ???

Every situation and every organization is different. I would love to hear what you’ve learned along the way.

 

Confidence Bursts: Interval Training To Drive Results

I have run many, many miles. I’ve had the injuries, experienced the chaff, my toenails have turned black and then fallen off. I have also experienced the exhilaration and confidence that comes from training hard and long. Marathons build confidence.

Yet, lately I’ve learned that it’s possible to achieve similar fitness levels, in much less time, through carefully organized interval training. Bursts of work, versus many long miles.

Apparently, it’s not the grueling hours, but the constant pushing on limits and stretching of competence levels (followed by “active recovery”) that leads to growth.

As a leader, I have also experienced the value of teaching and celebrating new skills intervals or “confidence bursts.”

Confidence Bursts During Times of Change

When leading large-scale change, some of the most important work involves giving people the confidence and competence to be successful. Even when people have the skills, if they don’t feel confident and excited about their ability to be successful in the new arena, they will be reluctant to try.

Leaders can build more confidence and competence on their teams by training them in intervals, or short confidence bursts.

The idea is to create a full court press on a given behavior during a finite period of time (usually one day) to prove what is possible at an individual and organizational level. Scaffold people with lots of extra attention, skill building, fun, recognition and celebration. The risk is low it’s just one day, it doesn’t feel like a big commitment to change. Once people experience success with the behavior, their confidence improves and the ceiling of what they perceive as possible moves a little higher.

Every time I have done this, the results have been head-turning and remarkable. The best part comes in the after-glow discussion if you (and we) can make this much magic on this day, why not every day?

How To Build Confidence In Bursts

  • Pick one or two tangible skills to work on
  • Schedule the “special day” and create anticipation
  • Begin the day with energy and fun, make it feel like a holiday
  • Set specific, measurable goals that can be achieved that day
  • Hold training and focused skill building throughout the day
  • Have your “experts” work side by side with those still learning
  • Celebrate every little success in a big, public way
  • Communicate specific success stories including the “how” behind them
  • Celebrate and debrief at the end of the day on “what worked” differently on this day and what was learned
  • Begin the next day with a reminder of key learnings

I find a few sets of these intervals (usually a month a part) in the context of a larger change management strategy can lead to remarkable and lasting change. I also know that the change has sunk in when the impact of such days begins to dwindle but the overall results stay up. The behaviors have become so frequent that the extrinsic motivation is no longer necessary. The value in the behaviors has become an inherent choice.

Change is a marathon. And sometimes, finding opportunities to train in intervals small bursts of confidence can be a good part of the plan.