Don't Be Confused About Why People Leave

Do you have key employees who, if you lost them, would leave such a hole in your company or team that you're not sure you could ever fill it? Do you know what would make them want to stay with you? Do you know the real reason about why they might leave?

A friend of mine started working for a startup company a few years ago. She managed the operation as the company grew from less than 50 employees to over 200. It's easy to see that she's been critical to the company's growth and financial success. She recently gave her boss two week's notice. She accepted another job and took a large pay cut. 

The Awesomeness...and the Confusion 

First, I'm happy for her because she found the courage to make this difficult decision. She had to conquer her fear that she and her husband would not be able to make ends meet. In the end, they decided the most important influencing factor was her satisfaction in the work she was doing. I want to celebrate their level of faith that fulfilling the human spirit is more important than filling the bank account. You see, they recognize they have a challenging money problem. They also recognize they're capable of finding solutions. BOOM!! (picture a fist bump explosion here)

On the other hand, I also know her boss. He's confused and never saw it coming. Why did she leave? He's concerned about how he's going to make things work, although he won't admit it. I can hear it in his voice. Meanwhile, he's doing what entrepreneurs have a tendency to do, focusing on the best solution to this complex problem. 

My concern for him is this: I'm quite sure he recognized the opportunity that's been lost for him and his company. The future value of the value she'd helped him create in just a few short years instantly turned to zero.

In his rush to fill the vacuum, has he taken the time to understand why that opportunity was lost and how he could have seen it coming? 

Was it About the Money?

When she was hire, in the early days of the company, he pitched her a value-proposition that looked like this: "I can't pay you very much right now. But, if you help me grow this company, your compensation could more than double in the next few years."

He gave her a few small raises along the way. He provided a few perks and she appreciated them. But, as the Company realized the success he envisioned, the ratio between the rewards he promised in relation to the growth and the rewards he provided were miles apart.

It's easy to think this means it was about the money. But, actually, it wasn't. She heard that initial value-proposition, she bought into it, she delivered what she promised. He delivered part of it. But, it was easy for her to see the gap and it caused her to wonder if she could trust him, especially while she watched him spend money on things the company didn't really need.

So, money was a part of the problem, but not the real root cause. It was trust. He offered her more money the minute she told him she was leaving. She turned his offer down. Nobody who takes a job that pays them less money than they're currently making does it because of the money.

Other Key Factors

My two friends think in different ways. 

She knows that you can't make everyone happy so the best you can do is build a structure that creates accountability and be consistent so that people can be satisfied that they are being treated as fairly as is reasonably possible. 

He wants everyone to be happy and have fun at work. He thinks the way to do that is not create cumbersome rules and structure.

She values the personal relationship and puts it in front of the transaction.

He values the things success brings and prioritizes the transaction over the relationship.

Here's how things went down:

• She quickly became dissatisfied when he didn't allow her to create a structure with which she could lead the staff and hold them accountable.
• He became dissatisfied any time he recognized a gap between the things the employees on their staff did and his definition of acceptable professional behavior...a definition that was never documented and never fully communicated.
• Her dissatisfaction turned to frustration as she watched his emotional reactions and suggested solutions which he rejected.
• His dissatisfaction turned to frustration as he failed to solve the same problems over and over again.
• As he continued to react to situations based on emotions, he never felt he could trust his employees.
• Employees became confused about what they were supposed to be doing because no clear expectations were ever given. A lot of turnover in the staff resulted. 
• She became frustrated in her efforts to create the kind of high-performance work environment he said he wanted, and she knew how to deliver, because he wouldn't allow her to create the structure needed. So, she lost trust that she would be able to lead in his company the way she envisioned she could.
• She worked extremely long hours through the growth, the turnover, the shortage of resources, and her personal need to fulfill her responsibilities. No matter how many unplanned problems she had to help solve throughout the day, employees still needed to get their paychecks, invoices still needed to be created and sent to customers, the bills needed to be paid. She arrived at six thirty and often worked until ten at night for weeks and months at a time. He worked a normal work day.
• He failed to recognize the gap between the value-proposition he promised and what he delivered. The loss of trust weakened the connection for her.
• He failed to help her be the leader she really wanted to be. His lack of trust in her abilities further strained the connection.
• He failed to recognize her efforts and to reward them in meaningful ways. It's important to say, "You're doing a great job," but there comes a point where that's just not enough. She felt her efforts were unnoticed, under-valued, and unappreciated. One day she asked herself, "Why should I continue doing this?"  The love was lost.

Could He Have Prevented it?

The simple answer is, yes. But only if he'd seen it coming. 

Could He Have Seen it Coming?

Again, yes. But, only if he was looking...and listening...only if he valued his relationships with all of his key stakeholders more than the transactions that created wealth for his company...only if he were willing and able to measure the strength of the relationship as much as he measured the bottom line.

Business success is based on the value of the transaction. 

The transaction only happens if the relationship is seen as mutually beneficial by all involved. So, which is more important? The transaction or the relationship? Which one sets the conditions for success for the other?

I know you're smart. You know the real answer.

How to Create Mutually Beneficial Relationships

1. Create Connection- Strengthen the attraction!
• Define your value-propositions with every key stakeholder so expectations are in alignment on all sides.
• Employees as well as customers as well as vendors....
2. Create Trust- Strengthen the bonds of connection!
• Build the structure that creates accountability.
• Engage key stakeholders so they can help you identify your greatest opportunities for Innovation, Growth, and Profits.
• See what they see.
• Listen!
3. Create Love- Help them to love working for you!
• Deliver what is promised. 
• Be honest when you can't and about why.
• Show you're willing to do the work to fill the gap.

I use a system I call GPS Theory to create meaningful and lasting mutually beneficial relationships. The system is based on the principles of Connection, Trust, and Love and has allowed me to expand my definition of success so I can create values-driven success for the people with whom I love to spend my personal and professional time! The magic happens for me because I create if for others. I'm able to create if for other because they help me see what I need to see instead of what I want to see. This helps me actually meet their needs instead of trying to convince them that what I'm giving them does. It works in every personal, professional, and organizational situation. My clients see it this way too!

How do you ensure you're creating mutually beneficial relationships based on Connection, Trust, and Love? 

My friend, Peter Beaumont, from ConnXN, and author of The Relationship Roadmap, just published an article on building trust with customers. He's a relationship expert so you may want to check it out.

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ABOUT THE AUTHOR: Tom Eakin is the author of Finding Success and the Success Engineer at BoomLife. LEARN MORE ABOUT TOM...

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What's Your Cultural Problem?

WHAT'S YOUR CULTURAL PROBLEM?

We read and hear about it all the time, "experts" and "normal" people, alike, explaining the cause of an important issue as a "cultural problem". You hear it on the news, on the bus, at the coffee clutch, the classroom, the board room, the family kitchen. You read about it in books, newspaper and magazine articles and, yes...on blogs. Just scroll through the results of a culture-related search engine query and you'll find some of the most talked about issues of our times in the results. For example, search "It's a Cultural Problem" or "It's a Cultural Issue" and you'll find myriad communications on: Bullying and Hazing, Family Life, Gender Equality, Addiction, Education, Religion, War, Race and Ethnicity Differences, and Workplace Issues like Employee Engagement, Environmental Safety, Employee Safety, Product Quality, Product Safety, Customer Relationships, and Leadership, to name a few.

So, we are all aware and able to identify that culture is at the core of the greatest problems of our times. The solution is simple, isn't it? Fix the culture and you fix the problems. Easy. Right?

What is a Culture?

Here's the definition: Culture is the shared and learned way of thinking and acting among a group of people within a specific organizational context.

Culture- It's Not As Simple As It Seems

Culture is everywhere. Each one of us operates within multiple cultural contexts. Even what appears to be a clear-cut context such as a company culture isn't really what is seems. The truth is, the culture is divided by sub-cultures, both formal and informal.

Let me illustrate: Both Company and Family Cultures are divided into sub-cultures because of differences in thinking created by Five Factors of Cultural Influence:

• Proximity- Location-specific thinking.
• Different company facilities, divisions, and departments in different locations have a high-risk of identifying and translating different meanings of values based on the influences the people have on each other because of the strength of their exposure to one another. It's that whole "you are the average of the five people you spend the most time with" thing.
• Functional- Process-specific thinking.
• The process one group in a given location follows to create value (intrinsic and extrinsic) can affect how they perceive different key value-propositions.
• Resource- Constraint-based thinking.
• The uneven distribution and limited availability of important resources (Time, Materials, Equipment/Tools, and People (Skills, Expertise, Leadership) between different locations and functional areas can create different views on values-based principles like:
• Internal safety and security
• External safety and security
• Quality
• Efficiency and Profitability
• Expertise- Experiential-driven thinking.
• Each individual's unique combination of age, level of education and training, and amount of experience can skew how they perceive values and how they should be applied in different situations.
• Position- Authority-driven thinking
  • How leaders exercise the authority in their areas of responsibility and the power their position provides will influence how employees think and act.
  • Appropriate uses of authority and power will influence others to engage and exercise their creativity.
  • Inappropriate uses will influence others to disengage out of fear of punishment. 

Each of these influencing factors can play a role in any given context and definitely affects the quality of the culture whithin which it exists. Cultural issues can be enormously complex if we don't take a systematic approach at solving them.

Our human tendency is to allow our Expertise to drive our decisions which, in and of itself, is not enough.

The Common Denominators

There are three common denominators in the influencing factors associated with cultural complexity: Values, People, and Relationships.

The Potentially Simple Solution to Cultural Issues

Create a consistent definition, and understanding of the definition of values and value-propositions for your people across all locations, functions and levels of expertise within the company-level context. Create a culture where thinking and actions are focused on using expertise, resources, and functional capabilities to identify and implement innovative solutions that contribute to your purpose and mission.

In other words: Align people on values. Get them to use those values are the primary drivers for decisions, actions and behaviors and you'll et the conditions for creating meaninful and lasting mutually-beneficial relationships.

I've said it before: Mutually beneficial relationships are magical! Why? Because, when they occur, every stakeholder involved walks away from the situation feeling like they got more out than they put in. 

• The desire to make a connection and stay connected is reinforced. The kinds of employees and customers you need to be successful will be attracted to you.
• Trust is created through a history of shared positive outcomes. Be consistent and reliable and they will come to you when they really need help.
• The willingness, or conviction, to transcend conflict is strengthened when the highest form of love is achieved in a relationship. You may recognize this concept. It's what you mean when you say things about wanting people to, "Go above and beyond," "Go the extra mile," "Take the extra step," "Hit it out of the park." It's what you're talking about when you say your highest performing, most loyal team member has "An intangible quality." It only happens if the bonds of connection and trust are created and consistently reinforced.

How to Solve A Cultural Problem

1. Define Your Company Culture- The culture you really want.

2. Identify and define the problem.

• Identify WHAT value-propositions are not being fulfilled and WHEN.
• Identify WHAT Influencing Factors are involved and WHERE (It could be one...it could be all of them).
• Identify WHO is not fulfilling those value-propositions.
• Identify WHY they are not fulfilling them. The answer will fall under one, or both, of these two categories:
• Capability- Identify the conflict, or gap, between process, resource constraint, or experiential situations at the locations involved and the expectation.
• Will- Identify the conflict, or gap, between the value-propositions the individuals involved are choosing to fulfil and the expectation.

3. Solve the Capability and/or Will problem. 

• This problem. Now. 
• Don't try to solve every problem all at once. 
• Incremental, systematic change will change the culture one problem at a time. The change can be positive or negative...you get to choose which depending on how engaged you are.
• As a leader, you're either part of the problem or part of the solution.
• Find conviction, belief in what you are doing, and you will create Values-Driven Leaders who will:



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• Know what the culture you want them to create looks like.
• So they can Think before they take Action.
• Do things that will reflect it.
• Be successful at building lasting mutually-beneficial relationships that are meaningful to your organization's success.

Every culture is a reflection of how it is led.

• Do you feel like you keep addressing the same problems with your employees?
• Do it feel like you're constantly trying to fill gaps in your talent pool and want to reduce employee turnover?
• Are you frustrated with employee attitudes?
• Does it seem like you're constantly chasing customers? 
• Does it feel like you can't make key customers happy no matter how hard you try?

These are all symptoms of cultural problems that create enormous amounts of frustration, waste, and lost opportunities for you, your company and the key stakeholders critical to your success. 

Do you know how to lead the efforts necessary to fix the cultural problems that are at the root of these symptoms? 

ABOUT TOM EAKIN

BUY TOM'S NEW BOOK- FINDING SUCCESS

Create the Magic For Every Stakeholder

Create The Magic For Every Stakeholder

Everything you do is a value proposition. 

The simple truth is, every decision you make is an attempt to lean the sum-total of the scales of value in your favor. You want to realize a net-positive value. This concept applies to you whether you’re an individual or the CEO of a business. As a CEO, the ability to sustain success depends on your ability to create mutually beneficial relationships between all of your stakeholders.

So, how do you create mutually beneficial relationships with all of your stakeholders if everyone is always trying to tip the scales in their own favor? The key is to understand the nature of mutually beneficial relationships and set the conditions for creating them with each type of stakeholder.

The magic of any great relationship is that it creates a net-positive value for everyone involved.

When this occurs, the relationship is mutually beneficial. No losers. All winners.

Every CEO must understand how to create a mutually beneficial relationship with all key organizational stakeholders. The answers to how to accomplish that can only come from asking the right questions.:

• Employees- People will be great at their jobs when what they value aligns with what Leaders want them to do. It’s about the value they perceive they receive in return for their efforts.
• Do you understand the value your employees perceive in the Compensation & Benefits they receive in relation to the effort they give?
• Do you understand how key employees find satisfaction in their work?
• Do you understand how employees perceive their leadership sets them up for success?
• Do you understand how satisfied your employees are with their relationships with the people they work with:
• Leadership?
• Co-Workers?
• Customers?
• Do you understand how to find the best fit for the job and the culture you want when you hire new employees?

(c) Copyright- Thomas Eakin, 2013

• Leaders- People will be great leaders when they can provide the purpose, direction and behavioral drivers that are in alignment with what the people they want to lead value. 
• Do the leaders in your organization personify the values you need them to in order for them to create a net-positive value proposition for your employees?
• Do the leaders in your organization make decisions in alignment with organizations Core Values by placing the priority on the principles that will result in maximizing the net-value in every situation?

• Vendors- People will be great at giving you what you want, when you want it, in the quantity you asked for and at the price you are willing to pay when your organization can satisfy their needs.
• Do you understand what the value of the products and services they are providing to your organization?
• Do you understand what net-negative conditions your organization creates for its key vendors?
• Do you understand how your organization can help key vendors find solutions that create value for you and them?

• Customers- People will be great customers when what they value is in alignment with what you want them to do. You want them to buy from you.
• How do you make sure they perceive the net-positive value required to compel them to buy from you?
• Do you know if they perceive a net-positive value from the products and services you provide?
• Do you know where you’re exceeding expectations?
• Do you know where you’re not realizing the value proposition for your customers?

• Organizations- Groups of people can create a mutually beneficial net-positive value when they can consistently translate the core values and principles upon which the organizational value proposition is founded throughout the processes within which products and/or services are created and delivered.

Are you creating the magic?

Is your organization holding up your end of the value proposition for all of your stakeholders? 

In order to realize a net-positive value for yourself, you need to create a net-positive value for everyone else, your success depends on it.

• Do you understand where the greatest risks exist in each of the relationships your organization needs to maintain in order to sustain success?
• Are your strategies purposefully designed to mitigate those risks?

If you want to get the right answers, you need to ask the right questions. BoomLife has the Success Engineering tools to help you do both:

• Values-Based Seminars & Workshops.
• Coaching.
• Organizational Development Consulting.
• Powerful Surveys- Designed to ask the right questions.
• Leaders
• Employees
• Customers
• Vendors

BUY THE BOOK!

ABOUT THE AUTHOR: Tom Eakin is the author of Finding Success and the Success Engineer at BoomLife. LEARN MORE ABOUT TOM...

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Don't Hire People Who Can. Hire People Who Can and Will (Link to Article)

Don't Hire People Who Can. Hire People Who Can and Will

I wrote this article for www.speakoutsmallbusiness.com. It provides the secrets to finding people who will be the best fit for the position you're trying to fill and your organization. CLICK HERE TO READ THE ARTICLE.

You may also be interested in reading this article  "How to Use GPS Theory to Hire Inspired Employees," right here on the BoomBlog!


ABOUT BOOMLIFE:

BoomLife provides personal, professional, and organizational success engineering services. Our Values-Based, practical processes will help you:

• Recruit Inspired Employees
• Evaluate Performance- Inspired, Motivated or Coerced?
• Measure Engagement & Create Improvement Strategies
• Develop the Organizational Structure to Ensure Core Values Translate Throughout Business Processes

Sign-Up for BoomLife's Newsletter to stay informed of updates, events and news about GPS Theory!

GET WHAT YOU WANT! 

Getting what you want and being the person you want to be can seem complicated and confusing! Together, we'll define what you want, what it takes to get it and help you realize the kind of success you never been able to achieve before! Sign up for personal one-on-one coaching. You can sign up for a program or a single-session. It's up to you!:

• 90-Day Success Engineering Program
• Personal Success Engineering Session

Try our GPS Theory App- www.goboomlife.com

Need an Inspirational Speaker for Your Next Event? 
Tom Eakin's presentation of "What Do You Want?" is designed to challenge the way you define success and inspire you to engineer your own personal, professional or organizational path to success. tom@goboomlife.com

How to Use GPS Theory to Hire Inspired Employees

How to Use GPS Theory to Hire Inspired Employees

A friend of mine recently tweeted me a link to Laura Entis' article, How Online Personality Assessments Could Revolutionize Hiring.  

Check it Tom @goBoomLife How Online Personality Assessments Could Revolutionize Hiring http://t.co/jTDbCBaSPj
— Blake Anderson (@BlakeAAnderson) October 17, 2013

I read the article and responded with this tweet:

@BlakeAAnderson Thanks Blake! Interesting article. I say, forget personality assessments...#GPSTheory provides much more #Value!
— Tom Eakin (@goBoomLife) October 17, 2013

Why Did I Respond This Way?

I want to make the distinction between the statistically based predictive models like the one Michael Kosinski and his colleagues developed and the way you can actually select candidates who will be inspired employees. To be clear, I do not mean to criticize predictive personality assessments as I believe they provide some valuable insights into behaviors but I also believe when it comes to personal and organizational growth, statistical predictions do not actually drive the behaviors you're looking for in people. They predict, that is all. I don't claim that Entis, Kosinski, or anyone else say they drive behaviors either, but based on my experience with the manner in which predictive personality assessments, or psychometric assessments, are implemented within organizations I believe there tends to be a disconnect in understanding at the user-level. 

Psychometrics & Predictive Models

psy·cho·met·rics

  [sahy-kuh-me-triks]  Show IPA

noun ( used with a singular verb ) Psychology .

the measurement of mental traits, abilities, and processes.

Also, psychometry.

Origin: 
1850–55; psycho- + -metrics

The definition of psychometrics, shown above from dictionary.com, should help make the distinction between predictive assessments and understanding true behavioral drivers. Measuring "traits, abilities and processes" is not the same as understanding what drives a person to break through personal, professional and organizational barriers to try to make things better. Saying a person has traits and abilities is like saying the race horse you're trying to sell me has four legs. My is, "Great, sounds like a horse...but...can he run faster than the other horses?" 

What separates the great from the middling candidate isn't ability, it's the will to do more.  Isn't "more" what every organization is really looking for in a candidate? The person who will quickly master the duties and responsibilities assigned to the job and then make process improvements? The key to finding the employee who will do more is identifying the person whose Core Values align best with the values the people and the processes they will be required to interact with in your organization. In order to find that person, the key is understanding the mental processes that drive the desired behaviors a psychometric test indicates are present, but a standardized predictive model uses an algorithm with a finite number of inputs and therefore can only provide a finite number of outputs. The psychometric test cannot identify what inspires a person. 

How to Find the "Right" Employees?

The key to finding the person who will most probably do the things you want them to better than

anyone else is to understand how their Core Values align with the behaviors expected of them in a given situation.  Here's how to look for them:

1. Identify the tasks/activities required to create value for the organization/customer in the position you seek to fill.
• Make a list.
2. Identify the values the employee needs to personify in order to perform each task/activity.
• Add any new values to the list.
3. Identify the values the employee needs to personify in order to continuously improve the processes they will interact with.
• Add any new values to the list.
4. Ask the candidate to identify their Core Values. 
• Does there appear to be a match based on the two lists?
• If No, do not hire them, at least not yet. You may need to dig deeper if you have a "good feeling" about them.
• If Yes, go to the next step.
5. Measure how well they personify the Core Values that would best align them with the position. 
• Use BoomLife's GPS Theory App to get honest and accurate feedback from references the candidate provides.
• Do the people in the candidate's World agree they personify those values?
• If No, do not hire them, not yet. You can if you want to, but you now have multiple data points that indicate they won't give you "more".
• If Yes and you don't have a "good feeling" about them, keep the conversation going, try to get to know them better. Keep asking questions until you're sure it's a "yes" or "no".
• If Yes and you have a "good feeling" about them then it's worth the risk isn't it? Hire them. See what happens. Everything we do is an experiment. Develop them if it works out!

If you're not sure how to complete any of the steps listed above, BoomLife's experts know how to reverse-engineer any job description into a list of the values an employee needs to personify to be the best fit. We utilize the most effective processes for developing top-level talent and creating inspired cultures.

The "Right" Employee is the Inspired Employee

Inspiration drives the will.  The will is the ability multiplier.

The differences between the three behavioral drivers, inspiration, motivation and coercion are the keys to creating an inspired culture.

As human beings, we are motivated to do things by the rewards we expect to receive as a result. A commission-based compensation plan is an example of a motivator. We are coerced to do things by the punishments we expect to receive if we take certain courses of action. For example, a person who has no inspiration or motivation to go to work is coerced into do so by the attendance policy their employer enforces. They choose to avoid the punishment of unemployment so they show up when they're expected to.

The problem with Motivation and Coercion as behavioral drivers that will create a culture of excellence is, when motivated or coerced the employees will to act is limited by the the net-positive or net-negative value they perceive in the reward or punishment offered. So, predicting behaviors based on abilities and personality traits can actually limit what a person is willing to do. The comfort zone they create for themselves by trying to maintain the balance between motivating and coercing forces actually causes them to play it safe by minimizing the risk of punishment. There is a tendency to view maintaining the status quo by not expending the effort to try new things as more desirable than taking the risk of not being rewarded for extraordinary successful effort. There lies the problem: When one is not willing to take the risk of not getting the reward (perceived as a punishment), they are not willing to do what it takes to earn it.

Do you want to work with inspired people? Do you want to be inspired? Does a predictive model with a statistically probable algorithm plant the seeds of inspiration for the people in your organization? Really?

The Order of Priority for Organizational Behavioral Drivers

When leaders understand the true nature of Inspiration and how to practically apply Core Values to their personal, professional, and organizational situations they hire employees who will do amazing things...they create inspired cultures! But, it's not realistic to believe inspiration is possible all of the time.  As a leader, you must understand how to recognize each situation and know how to respond to it:

1. Priority 1- Core Values Inspire- Use Inspiration whenever possible. Setting the conditions for an inspired culture is your number one priority.
2. Priority 2- Rewards Motivate- Motivation can be a powerful tool to reward inspired performance or to influence employees to perceive an increased value proposition in specific situations where the what you are asking them to do aligns less with their Core Values than what they typically want to do.
3. Priority 3- Punishments Coerce- Coercion can be a legitimate way to drive employees away from undesired behaviors and employers must have plans for how they will identify the barriers of acceptable behaviors and how they will respond to incidents when employees act outside of them. There is an order of priority leaders must follow

The fundamental question for hiring new people as you build an inspired culture is: Do you want to rely on a practical, values-based approach to finding the inspired employee or a predictive model? 

Psychometric tests, in and of themselves, will not contribute to growth and breakthrough performance.  Understanding how Core Values align with what it takes to be the best leads to Inspiration and performance beyond the virtual limits derived from past successes and failures.  Find your Core Values! Find the candidate who shares your organizations Core Values! Create the organizational culture you want!

You might also be interested in reading, "Don't Hire People Who Can. Hire People Who Can and Will." right here on the BoomBlog!

BoomLife provides personal, professional, and organizational success engineering services. Our Values-Based, practical processes will help you:

• Recruit Inspired Employees
• Evaluate Performance- Inspired, Motivated or Coerced?
• Measure Engagement & Create Improvement Strategies
• Develop the Organizational Structure to Ensure Core Values Translate Throughout Business Processes

Sign-Up for BoomLife's Newsletter to stay informed of updates, events and news about GPS Theory!

GET WHAT YOU WANT! 

Getting what you want and being the person you want to be can seem complicated and confusing! Together, we'll define what you want, what it takes to get it and help you realize the kind of success you never been able to achieve before! Sign up for personal one-on-one coaching. You can sign up for a program or a single-session. It's up to you!:

• 90-Day Success Engineering Program
• Personal Success Engineering Session

Try our GPS Theory App- www.goboomlife.com

Need an Inspirational Speaker for Your Next Event? 
Tom Eakin's presentation of "What Do You Want?" is designed to challenge the way you define success and inspire you to engineer your own personal, professional or organizational path to success. tom@goboomlife.com