Precipice of Change

The most daunting point of change materializes at the precipice. The way forward requires a leap, whereas diverting from the edge still requires an alteration of course. Even back pedaling mainifests a focus and energy directed toward an effort and direction. The precipice is a test. Your initial reations to this edge of change should indicate your meddle and prepardness for change. Every trip to the edge does not require a leap, but every leap requires a trip to the precipice of change. Do not fear it, know it. It is not a chasm it is a bridge for change, a seperation from the previous and a reach for the future.

Recognition of the frontier is an indication of the proximity to change. Familiarity in it is a measure of comfort in the change desired. Comfort in the border relects the preparedness for change.

Perfect Slogan

Let's give them the title. No one in history and in my opinion no one in the future will come up a more perfect summation of mantra, slogan, rally call, or just plain self directive.

Three monosyllable words, not needing and precursor or set up, and concludes in an unstated demand that perfectly implies a period, in the purity of a period being the finality of the statement and that nothing more needs to be said nor could be said in clarification.

A three beat verbal assault, pounding every reason for not taking action into a dust cloud of fading self doubt.

A grammatical fragment in the perfect generalizations of verb and pronoun to apply universally for every speaker and target. It's done, no competition even comes close. Time and time this slogan serves a purpose to those that use it and it has transcended beyond a marketing tool to sell products, to become the perfect sell motivator.

All those wishing to accomplish, itching to lead, willing to push for change should daily, nay...constantly recite its proclamation and purposely follow it's direction.

Just Do It.

Being Told "You Can't"

Formulas for change are almost as prolific as opinions: and you know what they say about opinions. For an individual or group, guidelines can serve a valuable purpose to avoid sins of the past and help set the next milestones for change you haven't made before. But be careful and skeptical when someone says you can't achieve some change or goal because of your situation, conditions or environment. No one has the same parameters to work with in making a change, ultimately you are solitary, the complexities different and the time in which you perform the transformation is unique.

History teaches us many things and proves time and time again that those that ignore history are destined to repeat it [usually in a bad way]. Almost as if you need to do it again, until you get it right. History also teaches us that those that are told they can't; if fact CAN. The only one that can tell you, "you can't" and be right, is yourself.

If anyone tells you "you can't", recognize that the 'can't' is only a lesson they may have learned on a particular way to make a similar change. Find the lesson and learn from it. Do Not take it as a directive. Take it as a suggestion that you may need to find a better way, but with better knowledge you can, just not the same way someone else did.

Chance of Failure

In change the focus is primarily on positive image. An vision target of success that drives you through the obstacles. This picture of the end state target leads subconscious decision selections that match to the achievement of an envisioned change and reaffirm the progress already made.

But what of the chance for failure? Part of deciding when to make a leap of change is a sufficient confidence level that obstacles have been considered and a chance of success is high. Change is risky for no other reason than it is different. Conditions that would lead to failure are defined as risks. Additionally, as change is for a purpose or goal, a reward potential is inversely proportional to the level of risk.

So accept the chance of failure. The recognition of the details of the chance may provide the indication that you are ready for the leap of change. The absence of the chance for failure, may indicate you have waited too long to take the leap. Because fear of failure may be the motivation needed to achieve your change.

Thinking Beyond the Change

When planning or preparing to begin a change effort, it is important to consider how will the change be sustained over time. A successful change is not measured by the reach, as if you are seeing how high you can jump. A desired change needs planning to keep the change persistent. Part of this entails breaking the bonds that cause a recoil and the another will reinforcing the change state. Change is a measurement of distance from previous state, more like a leap from one point to another. When reaching the new 'place' things are different, even perspective, this is planned change. A new foundation comes with any significant change.

Starting Internally

Most of the time, to make a change you have to start with yourself. Attitudes, assumptions and perceptions can divert change efforts. The habits you have, lead to paths away from your goal. Mentally in thinking, and habitially in action, you drive the new way making patterns of already executed change. Just like a vision focus on the goal and making decision that advance toward the goal these patterns make the assumption the change is acheived and builds a positive reinforcement for your mind and your body. Ecouraging the change into new conduct and guiding others and your environment along the way. This is the way of a change agent.

Rewiring the Brain

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Leadership Leads Change

When a group needs change, it is difficult to hope for or even manage the change individually amongst all members of a group, especially when the change effects them concurrently. For group change a leader is needed. Someone needs to guide the group, establish the future and even make collective decisions for the group.

This is not without responsibility and in not necessarily the person of the group most eager for the change. Leadership in change implies an understand of the group or activity being changed and the stakeholders and their weakness and strength related to the change and its achievement. The leader must see the collective progress of the group and assist those that 'fall behind'. He/She must also make decisions with consideration of the whole, more in a systems thinking perspective, than her own or individual perspectives.

Similar to individual change were you must lead one, leadership is leading the group as one.