Reinvention is hard work. It requires one to get out of their comfort zone and explore something new. It also requires changes in behavior. This is the tough part.

Thinking differently is one thing, but physically manifesting those changes is something else altogether. I have faith in people and that they know what they need to do in order to change. But the survival instinct in their heads—or in the boardroom of a corporation—keeps whispering that this change is going to hurt and I’m not sure it’s going to work. Or people don’t know where they need to go.

The encouraging thing about reinvention, design, architecture, innovation and other change efforts is that solutions are typically right under our noses.  You know that you need to eat healthier and exercise if you are going to sustain a healthy lifestyle.  You know that the people under you have good ideas that you could use. You know that you need to make tough decisions about the dead weight in your organization.

Slow, steady, and consistent is how lasting change is created. Once a critical mass has been reached, then a big jump in growth can occur.  You’ll wake up one morning and realize that you can run that much faster.  Or that your work in a particular sector of the market will catalyze and open up more opportunities for generating revenue.

Once discover a new direction, path, or idea then start thinking about how this can become part of your personal or company’s respective story.  Is this an extension what we are already doing?  Is this a natural evolution?  Or does it seemed forced?  The words we tell ourselves offer clues about what we should be doing next.

What we’re thinking informs what we say which informs our actions and decisions.

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