Quit Tomorrow!

Resistance to change in the status quo.
People who don't think about why it's important to them.
Indifference, fear of ambiguity, and the desire to get back into your comfort zone.
Physical, mental and spiritual fatigue.
Worry over damaging relationships.
Uncertainty.
All are conditions which exist everywhere, everyday. The overwhelming situation makes you want to quit trying to do something new and amazing, doesn't it?
Quit tomorrow, then.

 There I was: Day two of U.S. Army Ranger School at Fort Benning, Georgia. I hadn't slept in the past 48 hours. The entire time was filled unrelenting vigorous physical challenge in a program intended to weed out the weak. I was exhausted. I'd cracked two ribs on one of the sections of the obstacle course earlier that day. I hurt.

The first four days of Ranger School is where 60% of dropouts occur. Our class had already lost a large number of strong, determined soldiers who'd prepared for months by sundown on day two.

It had been a hot day and now that the sun had gone down the temperature was dipping into the 40's. We were on Malvesti Field slogging through the red Georgia clay. Malvesti Field is that place you always see on television. You know the scene, bald-headed soldiers crawling with their miserable faces pushed down in the mud beneath  a ceiling of barbed wire. To add to my exhaustion and the ribs, which shot bolts of excruciating pain throughout my body everytime I raised my right arm over my shoulder, I now had what felt like a half-gallon of red Georgia clay underneath my eyelids. I was almost blind and trying to negotiate the challenges Malvesti and the Ranger Instructors (RI's) delivered while I begged my eyes to produce enough tears to wash out the sticky mud.

While I pushed my body, there was a war going on in my head. I was thinking about the fact that it was only day two and I had over two months to go! I thought; with all of these forces lined up against me, if I am feeling this weak and vulnerable on day two, how can I possibly last? A feeling of despair came over me. I had a choice to make, hide my weakness, or tell someone about it in an environment full of the toughest people on the planet.

I decided to take a risk.

"I'm not sure I can make it through this course," I whispered to my Ranger buddy, Arjmandi. He was going through the same things I was. He also knew about my ribs and my eyes. 

"Come on, Eakin. I'm going to help you through this."

"No, I'm telling you. I'm not sure I can get through the next 60 days."

"Eakin, I'll make a deal with you. Get through tonight, with me, and we'll both quit tomorrow."

Getting through the night seemed possible. How much worse could it get? Besides, Arjmandi was going to help me. What if he needed me later on? I couldn't help him if I wasn't there, could I? I committed myself in the moment to that short-term goal. "OK. I'm with you, buddy."

"OK, Eakin, these RI's want to break us if they can. This next time through, let's scream like madmen and show them they can't break us."

"Roger that!"

We screamed like banshees! We laughed the whole way through the suck! We made it through every event that night brought us. For our efforts, we got a few hours of sleep that night.

When we woke up, I looked at Arjmandi.

He was grinning from ear to ear. "You still going to quit tomorrow, Eakin?" 

I smiled back at him. "Yeah buddy, I'm going to quit tomorrow."

• When you're feeling overwhelmed by the enormity of your situation or the challenges you've taken on. Find something productive and meaningful you can focus on and do it.
• Remember, there is someone out there who believes in you and what you're doing. Lean on them when you need them. The love, brotherhood, and trust you create in those relationships will always be the core of your success.
• If you don't take a risk and ask for help, you won't get what you really want. Real strength is not shown in facing your problems alone, it comes from having the courage to let others know you need them. 
• Sometimes you're the weakest, sometimes the strongest. Give what you can, when you can.
• Quit tomorrow. Why? It is always today. Tomorrow never comes.

I haven't talked to Arjmandi since we graduated from Ranger School in February, 1999 (Class 2-98), two months after he gave me this powerful gift. If I knew how to get in touch with him today, here's what I'd say:

"Thank you, Arjmandi, for being worthy of my trust in a time where I was most vulnerable. You taught me a lesson which has served me well and has helped me accomplish more than I ever thought possible. I will always love you like a brother for that. It's been fifteen years, but I still know I can count on you and that, my friend, is priceless. For you, and because of you, I will always quit tomorrow." 

I hope this article finds you some day. When it does, drop me a line. We'll catch up.

If you're tired of feeling overwhelmed by the challenges life throws at you, it's time to pick new challenges. Find people who will support you and show you the way. Download our Success Planning Guide for FREE! This guide is full of tools designed to help you through GPS Theory's process of changing the way you think and is a companion to my new book, Finding Success: Get what you really want. 

At BoomLife We Want To Share Values-Driven Success

BUY THE BOOK  NOW! 

If you're looking for inspiration, take a look at our BoomShare! videos. We wanted to share stories about people who are inspired to do great things so we created this series of interviews. These people want to help people find success. Hear their stories and learn how you can connect with them...and help. 

If you know someone who is doing great things to help others in meaningful ways, we'd appreciate it if you'd make an introduction so we can connect and feature their story in a future BoomShare! episode. You can email your submission to: tom@goboomlife.com

BOOM!

Tom Eakin

Success Engineer, BoomLife
Author of Finding Success

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Help Real Change Agents Help Themselves

HELP REAL CHANGE AGENTS HELP THEMSELVES

I've observed many leaders say they're looking for a change agent. I believe anyone who wants to hire someone to lead the change they want to see in their organization doesn’t really know what they want. The conviction and tenacity needed to lead change requires three influencing factors:

1. A real vision, based on true passion, of what the organization can accomplish.
2. Belief in the mission and the value-propositions it represents for all stakeholders.
3. A sufficient amount of dissatisfaction in the status quo.

I recently worked with a woman who is a real change agent. She had recently let her frustration get the best of her at work. She had been given a disciplinary warning because her actions were perceived as unacceptable. I was asked to coach her because her behaviors in the incident distracted everyone from her message. No one was quite sure how what to do next to resolve the situation. In other words, the company recognized the value she created for them and wanted her to continue to contribute but they didn't really know what to do with her.

I reviewed the facts that had been gathered before I met with her. Then, I listened to her side of the story. When I first told her I believed she was a change agent, she denied it. She shook her head and said, “I just want to do my job.” I believe this denial was based on the repercussions of the incident and she was losing sight of the big picture.

I asked her, “So, what were you trying to accomplish that day?”

“When I see someone doing something I know is not right, I just want to help them understand what they can do differently. How can we ever get better if no one is willing to listen?” I could tell the incident was caused by the frustration that built up over time due to what she perceived as collective indifference toward continuous improvement. I believe her behavior in the incident was caused by her inability to resolve the conflict created by that indifference.

As she spoke I observed her frustration create energy that needed to expend itself through the change in her voice, the tears in her eyes, and her body language.

“OK, so you say you just want to do your job. When I see and hear the most passion from you, it’s related to making things better. So, what do you think your job is?”

I could tell she was caught between two conflicting thought processes: one was telling her to play it safe like she’d been trying to do so the aftermath of the incident would go away; the other was making the connection between what I was saying and the reason why we were talking in the first place. “Let me ask the question in a different way. You are highly skilled at what you do and the company needs those skills. But, do you really believe your job is only performing tasks requiring those skills? Is that really how you believe you will create real and lasting value for this company?”

She couldn't help the smile that appeared on her face despite the tears, “No.”

“Are you a change agent?”

“Yes. I am.”

“Outstanding! Now, let’s focus on how you can do your job in this organization. The truth is they know they need you but they can’t recognize the value-propositions you present them. You need a plan for how you're going to change that.”

By the way, this woman wasn't even in a leadership position but I knew she could drive positive change if she had the right kind of support.

THE TRUTH ABOUT CHANGE AGENTS

Real change agents are everywhere and they can't be satisfied unless they are helping drive continuous improvement. They are inspired to drive change when they recognize gaps between the value-propositions the organization states it wants to fulfill and current performance. They just can't help themselves. They are compelled. The incremental value their ideas can create for the organization are significant and logical and they believe the only way to communicate the opportunity is to be direct.  The problem is, you're so distracted by how their frustration affects the manner in which they communicate that you can't see the opportunity, you only feel the discomfort their words and actions create for you and the people around you. Your desire to eliminate the discomfort drives you to do something. 

Because it seems easier to silence the wheel that makes the most noise than to change out or re-align the defective parts that make it squeak you miss the real opportunities and sacrifice the improvements that come from incremental change for the illusion of peace you associate with preserving the status quo. Maintaining the status quo in a world that is constantly changing is a recipe for disaster. So, what can you do?

If you want real and lasting success, the key is recognizing real change agents and how to help them manage their frustration as they try to pull people out of their comfort zones.

HOW TO RECOGNIZE A REAL CHANGE AGENT

• They are typically very skilled.
• They tend to learn new jobs very quickly.
• They ask a lot of questions.
• They initially gain credibility quickly then lose it incrementally over time as they challenge the status quo with more and more colleagues.
• They are eventually perceived as pushy and abrasive. Others tend to complain about them and will say things like this about them, “He should just stay in his lane and worry about his own job, not about how I’m doing mine,” or “She doesn't have the experience I have. Besides, this is the way I've been doing it for years.”
• They are often the frustrated ones. They perceive no one else seems to care about the opportunities for improvement. They become impatient with the lack of positive change which drives them to lash out.
• They don't give up. They keep pushing their ideas up the ladder with the hope that someone with authority will lead the changes necessary to improve performance and the culture. They continue to try to make their point because they believe in their message even when they're getting in trouble for the manner in which they've delivered it.

HOW TO HELP A REAL CHANGE AGENT

1. Typically, you will become aware of a change agent who is not effectively working with others in one of two ways: They complain to you about how nobody wants to change or somebody else complains about them. Ask yourself- If I separate their message from the frustrated emotions they express while they're delivering it, do I understand it agree? (I’m asking you to ignore their inappropriate behavior for a moment. We will come back to that)

a. If your answer is yes, go to Step 2.

b. If your answer is no, ask more questions for clarification and repeat Step 1 until one of the following occurs:

• You understand and agree. Go to Step 2.
• You can’t understand and agree no matter how hard you try. You may have a change agent whose values do not align with the organization. Go to Step 2.b.

2. Ask yourself- Has this person violated any organizational policies on acceptable behaviors in the workplace during a specific incident because of their frustration?

          a. If you don’t know, you need to investigate further until you come up with a definitive yes or no answer. Gather more facts from people involved in the incident (who, what, when, where, how).

          b. If your answer is yes, you must address the unacceptable behaviors. Follow your organizations disciplinary process then go to Step 3. This is important if you want to help this change agent learn how to be effective without compromising their position. You must give them the opportunity to recognize their greatest opportunity for creating value is to change the way they react to what they perceive to be wrong.

          c. If your answer is no, go to Step 3.

3. It’s important to not steal the change agent’s initiative. If you want to create a continuous improvement culture you must help them become influential with their colleagues. At this point, whether they've displayed unacceptable behaviors or not, their actions have distracted everyone from the value-proposition and their co-workers will be reluctant to work with them if they don't resolve the conflict. If you try to influence that you will only alienate them further. It’s time to help the change agent define what they really want.

          a. Ask them- Which damaged relationship is most important resolve for you to get back on track and work toward the change you want to realize?

          b. Ask them- What behavior have you displayed in past interactions with them that you’d like to change?

          c. Ask them- What exactly does that person do when you bring up improvement opportunities and which creates an emotional reaction in you?

          d. Ask them- How does their reaction make you feel?

          e. Ask them- What reaction would you like to see in the future?

          f. Ask them- How do you want to work with them from now on?

4. Prepare them for a conversation focused on resolving the conflict. Help the change agent craft a message with their target audience by having them fill in the following statements:

______________(Answer to 3.a.), I recognize my behavior was unacceptable when I ______________(Answer to 3.b.). I’d like to apologize and think it’s important we talk about what happened. Are you willing to talk about it? (We will assume the answer from the other party is yes).

When you ___________________(Answer to 3.c.) it makes me feel _________________(Answer to 3.d.). In the future, I’d appreciate it if you could ______________(Answer to 3.e.) so we can _________________.

5. Prepare them on how to manage the conversation by developing strategies for the following scenarios:

          a. Ask them- How will you proceed if the other party indicates they want to work with you in the manner you’ve asked them to?

          b. Ask them- How will you end the conversation without making things worse if they indicate they do not want to work with you in the manner you’ve asked them to?

6. Give them the assignment- Set a date and time when you will meet with the change agent again. Communicate your expectation that they will have the conversation they prepared for in Steps 3 & 4.

7. Reconvene on the agreed upon date and time from Step 5.

          a. Ask them- What was your plan?

          b. Ask them- Did you get the results you needed?

• If yes, congratulate them on their success! Celebrate! Then, ask them what their next step is. If they need to have a similar conversation with other employees have them repeat Steps 3 through 6 focusing on what worked well and what they can do better as they repeat the process.
• If no, ask them what they believe the next step is and what they need to do differently to get the results they need. Remember, not to take responsibility for resolving the situation for them.  
  

Helping real change agents in your organization can set the conditions for huge leaps toward realizing the changes you'd like to see through continuous improvement. Your role as the leader is to define the objectives and provide the resources required to achieve them. The steps listed above are intended to provide you with  a strategy you can use to provide any real change agent with the resources they need to facilitate change while establishing (or rebuilding) working relationships with the people they need to be successful at helping your organization realize your vision.

BOOM!

Tom Eakin

Success Engineer, BoomLife

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BoomLife- Values Based Success Engineering

How to Provide Feedback to a GPS Theory Subscriber Who Has Requested It

How to "Rate" A GPS Theory Subscriber Who Has Asked For Your Help

Someone you know has just asked you to "rate" them through BoomLife's GPS Theory web-application.  

You received this request through one of the following sources:

• An email addressed directly to you and sent from BoomLife (at their request).
• A Facebook request they recently posted.
• A Tweet they recently sent on Twitter.

You've been given a very valuable gift!  The gift of Trust!  You now have the opportunity to give them something even more valuable! Honest and Accurate Feedback that could change that persons life in positive ways! At this point, you can't even imagine the magnitude of the positive effect your ratings could have on their life...or yours for that matter.

Success is getting what you want.  Life-Long Success is getting what you want AND being the person you want to be.  You can't get what you want if you are not, first, the person you want to be. You can identify the person you want to be by answering this question: What words you want other people to use to describe you and the life you've lived?  The words you use to answer this question are your Core Values, they identify and define the person you want to be. 

It takes courage to share "the person you want to be" with the people in your World so they can help you understand if your behaviors reflect your Core Values. It took a lot of courage for this person to share their Core Values with you.  It took even more courage for them ask you for help!

What's in it for you?

This is an opportunity to:

• Help Someone Grow!- Doesn't it feel great when you help someone? 
• Help Yourself...

You're thinking, "What? How does giving someone feedback, especially feedback they probably won't like, going to be helpful to me? Doing that can only create trouble for me!" Well, what if their behavior has not been in alignment with one of their Core Values AND it's been having a negative impact on you in some way. You've never told them about it because you feared it would hurt their feelings or would make them mad. You've always feared saying something would only make things worse. But, hasn't maintaining the status quo by allowing their behaviors negatively affect your life already caused enough trouble for you?  

Here's the good part: Providing feedback via the GPS Theory web-application is safe and confidential.  You can provide ratings with the security of knowing they will not know who gave them what score on any given value.  You are not alone. They have asked other people to provide the feedback they need. They only see the data. There is no way they can determine from whom each dot (data point) on their GPS Check Report (chart) came from.

Here's the really great part!: What if they actually change because of the ratings you provide them!?!  How much better would that make your own life and your relationship with them? Your trust in them will grow as they show you how important your feedback is...by changing their behaviors...by closing the gap between the standard their Core Values represent and the ratings the people in their World...people like you...have given them!

What's in it for them?

When you provide honest and accurate ratings based on your observations of their behaviors in relation to each of their stated Core Values you are giving them the gift of being able to see what the people in their World see: The person they show the world versus the person they want to be! This is the most valuable information a person who really wants to live the life of their dreams can ever receive! You have the ability to give it and it will cost you next to nothing to give them what they're asking for.

Remember this: Because they're taking the risk of asking for your help, they recognize they will only gain and keep your trust if they change. So, give them what they're asking for and help them change in ways that are meaningful to both of you. 

They will grow only if they step outside of their comfort zone and have the courage to change. They may only find the courage to change if you help them. You have an opportunity to make a difference in someone's life and in your own World!

How long will it take?

The GPS Theory web-app makes it so easy!  It will only take a few minutes.

How do I "measure" or "rate" a person based on their Core Values?

A Core Value represents a standard.  For example, let's say "Truth" is one of the Core Values you're being asked to rate someone on. This person is telling you, "I want to be honest!," and that 100% honest behavior is the standard of conduct they are trying to live by.

The first question you need to answer: Has (place their name here) been (place Core Value here) 100% of the time I've had the opportunity to observe them?

• If Yes, you can confidently give them a 100% rating.
• If No, you have some thinking to do.  Anything less than 100% means they've compromised when it comes to deciding what actions they should take in certain situations.  What message do you want to send them? A higher rating that is less than 100% and indicates it's not that important they change? Or, a lower rating that let's them know their behaviors have impacted you, one of the people in their World, negatively? The answer is up to you.  

Source: http://www.languagemonitor.com/new-words/
number-of-words-in-the-english-language-1008879/

The folks at BoomLife want to remind you of this fact: This person has told you the word you're rating them on is so important to them that they've chosen it as one of only a dozen, or so, words out of over a million words in the English language. It is a word they want other people to use to describe them. You should only use this word to describe them if their behaviors allow you to. This person will only change if the data the people in their World (like you) provide them indicates they need to. Can you see now just how valuable your answer really could be to them? If you don't give them an honest and accurate rating, and their behavior needs to change in some way, they will keep making the same mistakes they've made in the past.

Remember these important things:

• Success is getting what you want.
• Life-Long Success is getting what you want AND being the person you want to be.
• You can't get what you want if you are not, first, the person you want to be.
• This person has given you a valuable gift! They're trusting you to help them be the person they want to be!
• It took a lot of courage to ask for your help!
• The gift you can give them in return could be PRICELESS to them...and to you!
• You can help them without the fear of conflict or reprisal- They will never know how you answer!
• They are asking for the truth. Give it to them!
• The help you provide this person could make your relationship with them stronger than you ever thought possible! 
• You have the same opportunity as this person does to live the life you truly want! Why not take it! 

If you want to be:

• INSPIRED by your Core Values
• The person you WANT to be.

Then try the GPS Theory App on our website at www.goboomlife.com

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The GPS Theory Model

Three Simple Words = The Path to Success

Three Simple Words = The Path to Life-Long Success

Something is not quite right...

Be. Know. Do. I am not the one who identified those three simple words to describe the character and competencies of an effective and genuine leader. It was someone else. I learned them from FM-22-100 (now, FM-6-22) the U.S. Army Leadership Manual years ago and these words were "at the heart" of my training and experiences. I've never forgotten them. They've helped countless people achieve success in many ways. 

I recalled "Be. Know. Do.," the other day during a conversation with a woman who was asking for my coaching services. I've invoked them many times to help people understand how to be successful in situations where the changes they need to make seem confusing and overwhelming. This time, an interesting thing happened, I recognized after all these years there's one critical problem with these three words.  Can you see it?

"Be" Success

Try it. "Be" success. It's a simple instruction, what are you waiting for?

You can't do it with the instruction provided, can you?

My client told me, "Happiness is the top value in my life but I am miserable most of the time...I want the rest of my life to have some good value...I have no idea as to how to do that right now..." Her problem was obvious. She has been living her life following the Be-Know-Do model as her path to Life-Long Success. She wants Life-Long Success and happiness is of major importance to her. It's achievable, but not the way she's been trying to get it.

Here's the problem: You can't "Be" success (happy) if you don't "Do" things that will lead to your success (happiness).

"Know" Success

Try this one. "Know" success. I suggest this instruction is easier to answer. You may not "Know" yet exactly what success (happiness) looks like, but I guarantee you "Know" whether, or not, you're feeling it at this very moment.

If you don't yet "Know" what success looks like, especially Life-Long Success, then your first step is cut out for you.  Figure it out. Focus. Take your time. Don't rush it.  My understanding of it has taken over twenty years to develop and I'd be a fool to claim I have it nailed yet. Just keep working at it, getting ever closer. Think!

"Do" Success

Try it. "Do" success. This instruction is just as simple as the last one, isn't it?  My first response to my client was, "You can't "Do" happiness."  Go ahead and try.  "Do" things that make you happy. Can you "Do" it?

It's possible.  It might just work for you...if you're lucky.  If you hope for it, there's a chance it will work. 

The point is, you can't "Do" things that will lead to success (happiness) if you don't "Know" what success (happiness) looks like. 

Success is getting what you want.


Life-Long Success is getting what you want AND being the person you want to be.

Why Be-Know-Do Doesn't work

As I said earlier, the three words themselves are the key components to the path to success through genuine self-leadership. The problem with Be-Know-Do as a model for anyone to follow is: the probability of success is only influenced by chance. Why? The words are not quite in the right order and it makes a world of difference.

Let me illustrate with a logical test.



Assumptions:

"Be" = The emotion(s) you feel.

"Know" =  The inputs (facts, beliefs) to the reason and logic behind the decisions you make.

"Do" = The actions you take.

"Value" = The intrinsic and/or extrinsic worth you place on any single person, place, thing, or emotion; or any combination of those conditions present in a given situation.

Now, let's test those assumptions for the Be-Know-Do Model (Warning: Thinking is required if you wish to proceed):

The emotions (Be) you seek lead to the knowledge required to logically decide what creates value (Know) for you which leads to taking actions (Do) that will create value.  

OR

Feeling (Be) successful leads to knowledge required to logically decide of what it takes to be successful (Know) which leads to doing what it takes (Do) to be successful.

OR

Feeling (Be) happy leads to knowledge required to logically decide what it takes to be happy (Know) which leads to doing what it takes to be happy (Do).

Is there an acceptable level of probability you can you get what you want and be the person you want to be with the logic provided in those three statements ? 

Photo Source: http://www.srh.noaa.gov/images/
bmx/significant_events/2000/02_13/tree_on_car.jpg

If you answered, "Yes," you can stop reading here if you'd like. I've recognized the folly of trying to help people who don't recognize the need for continuous improvement. But, just the same, put my phone number, 1-888- 743-6838, in your contacts list so you can call me when you recognize you've made yourself, and probably some of the people in your World, "miserable most of the time." The choice is yours. I urge you to read on though. I'd prefer to help you now before the seeds of hubris completely germinate and grow into some big tree that falls down on the people and things around you because it didn't grow deep enough roots.

If you answered, "No," we're on the same page, so far.

When you follow the Be-Know-Do model, because your focus is on "being" or maintaining a particular emotion, you have a tendency to do things mainly because you think it will feel good. 

You skip right over understanding, or knowing, what it really takes to feel good about yourself. Without self-satisfaction, there is no real satisfaction in anything else. Keep looking for satisfaction externally and your internal craving will grow and grow. You will eventually feel miserable and your craving for success becomes stronger and more powerful, driving you to do more things you think will make you feel good. But, you probably won't.

An intense feeling carries with it its own universe, magnificent or wretched as the case may be. Albert Camus http://t.co/oYAcaP0Tih
— American Revival (@GodReviveUSA) September 14, 2013

Here's what my client had to say about this, "Thanks for what you said about not being able to "do" happy. What you said makes sense and helped me see that maybe I am unclear about just what "values" are."

Do you know what "values" are?  Do you know what your Core Values are?

Know. Do. Be.

Now, let's test the Know-Do-Be model. Same words, different order. Same assumptions as before, we just change the logical path.

The Know-Do-Be Model test:

The knowledge required to logically decide what creates value (Know) leads to doing what it takes to create value (Do) which leads to the emotions you seek (Be).

OR

The knowledge required to logically decide what creates success (Know) leads to doing what it takes to be successful (Do) which leads to feeling successful (Be).

OR

The knowledge required to logically decide what makes you happy (Know) leads to doing what it takes to be happy (Do) which leads to feeling happy (Be).

Are these statements realistic? Is there an acceptable level of probability you can you get what you want and be the person you want to be with the logic provided in those three statements? 

Photo Source: http://socal.reliefposters.com/rp/2008/01/02/hope-2/

If you start with "Know" the odds get significantly better.  Once you think you "Know" what to do, if you "Do" (try) and keep evaluating and refining what you "Know" and "Do" your odds increase significantly over time.

Some people just get it. They "Know" right away, so they "Do" the right things.  Some people are just lucky. It's really hard not to get frustrated and think "I can't do it," if you don't fit into one of those two categories and compare yourself with people who do.  Stop measuring yourself against them.  Measure yourself against the person you want to be.

Know-Do-Be = GPS Theory = The Path to Life-Long Success:

• The key is to stop doing the same things and start to change (read this article) what you think you "Know" so you can "Do" the things it takes to be successful and get on a path where you can "Be" successful.
• Start to focus on the person you want to be (this article provides a simple strategy).
• Don't be afraid to be the person you want to be (read this article and get out of your comfort zone!).
• Identify & define your Core Values- Your criteria for Life-Long Success!
• Declare your criteria for success to the people in your world- State your Inspirational Hypothesis!
• Ask the people in you World for help! Improve you relationships with the people you care about the most!
• Get your results and evaluate.* Never accept the status quo! Continuously improve!The best part about that first conversation with my client is, she's recognized Be-Know-Do hasn't worked for her and she wants to change. How do I know this? She told me.

 "I want the rest of my life to have...value. I want to help other women who have struggled as I have."

She will need to do the work. I will help her. I started BoomLife with one simple but audacious mission: Helping people achieve Life-Long Success! I'm the Success Engineer.

BUY THE BOOK NOW!

What do you want? What are you willing to LIVE for?

I

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