While attending the Firehouse Expo in Baltimore, I had the occasion to speak to two firefighters who took personal time off from work and paid their own way to the Expo. I asked them why they did that and in both occasions they said their city administrations would not allow them to travel out of state for training so they took vacation time and came at their own expense.
How impressive is that? After I heard their stories I conducted an informal poll of firefighters who I met on the exhibit floor and in my classes. I asked them if their employer would not give them time off or pay for the registration and travel expenses, would they take vacation time and pay for the conference out of their own pockets? In the framing of the question, I assumed that most everyone (sans the two I had already mentioned) attended with their city's approval and on their city's expense.
I was really shocked to learn that many of the firefighters who attended the Expo had taken vacation time off work and paid their own ways because their city administrations would not support their attendance. I asked if this was because of the economy. No... many had paid their own way there for years.
It is shameful that cities will not invest in the future leadership of their departments. I applaud the firefighters who use their own time and spend their own money to become smarter and safer. You have my admiration.
Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com
www.woppyjawed.blogspot.com
Saturday, July 25, 2009
Tuesday, July 21, 2009
What's the chances?
I've been doing a little research for a class I am teaching at Firehouse Expo in Baltimore this month. The program is titled "Does someone have to die before things will change?" It is focused on the changes that have been made in the commercial airline industry as a result of catastrophic accidents. In preparing this material, I was curious about the odds of dying in a plane crash today. This led to a broader curiosity about the chances of dying other ways. Here's the 4-1-1.
Your chances of:
Dying from heart disease: 1 in 5
Dying in an automobile accident: 1 in 18,585
Dying from a bee sting: 1 in 56,789
Dying from a lightening strike: 1 in 83,930
Dying in a airplane crash: 1 in 8.47 million (flying in one of the 25 safest airlines)
Why are your chances of dying in an airplane crash so low? Because the airline industry has learned from their mistakes and invested a lot of money in design and training to improve airline safety.
Aviation accidents are front page news, even if no one dies. Vehicle accidents, even when someone dies (unless they are someone famous), hardly get a mention... maybe page three of the local section.
As expensive as it is for airlines to design and implement safety programs (and all of us who fly thank them for their investment), they also know the cost of accidents are far greater. The old saying... an ounce of prevention is worth a pound of cure... applies here.
If you are one of those white-knuckle flyers, take respite in knowing that statistically speaking, you should be far more concerned with your daily commute to work than in taking that plane ride to you vacation destination. There... feel better? Now you can be a white-knuckled driver instead of a white-knuckled flyer. Safe travels... whatever your means of transportation.
By the way... your chances of dying (in general) are 1 in 1 (100%). We're all going at some point... so enjoy your time here.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Your chances of:
Dying from heart disease: 1 in 5
Dying in an automobile accident: 1 in 18,585
Dying from a bee sting: 1 in 56,789
Dying from a lightening strike: 1 in 83,930
Dying in a airplane crash: 1 in 8.47 million (flying in one of the 25 safest airlines)
Why are your chances of dying in an airplane crash so low? Because the airline industry has learned from their mistakes and invested a lot of money in design and training to improve airline safety.
Aviation accidents are front page news, even if no one dies. Vehicle accidents, even when someone dies (unless they are someone famous), hardly get a mention... maybe page three of the local section.
As expensive as it is for airlines to design and implement safety programs (and all of us who fly thank them for their investment), they also know the cost of accidents are far greater. The old saying... an ounce of prevention is worth a pound of cure... applies here.
If you are one of those white-knuckle flyers, take respite in knowing that statistically speaking, you should be far more concerned with your daily commute to work than in taking that plane ride to you vacation destination. There... feel better? Now you can be a white-knuckled driver instead of a white-knuckled flyer. Safe travels... whatever your means of transportation.
By the way... your chances of dying (in general) are 1 in 1 (100%). We're all going at some point... so enjoy your time here.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Monday, July 20, 2009
It's all about your attitude
I've heard it time and time again. Ten percent of your success is determined by what happens to you and 90% by how you react to what happens to you. True... so true. If you are dealt some bad cards, you can get angry... become depressed... throw up your arms in despair... or you can choose to get energized from the situation... seeing it as a challenge to be overcome.
In everyone's life there is stress. There is good stress and bad stress. The good stress is called eustress... sometimes called positive stress. A stress that can compel change. The bad stress is called distress. Distress is a damaging stress... a form of suffering. Doctors will tell you that stress can kill you. When they say that, they are referring to distress, not eustress.
You are completely in control of your attitude. You may not be in control of the some of the things that happen to you, but you are totally in control of how you react to what happens to you. I'm sure you've been around people who are all fraught with drama. Anytime anything happens... it's a crisis. They bring on their own distress and, in turn, cause distress in others. You have probably also observed others who seem to be unphased by the bad things that happen or, better yet, are compelled to action by the adversities of life.
Everyone is going to have bad things happen. It's how you react to the bad things that is a display of how well you are in control of your attitude. You can moan and complain... or you can see that in all adversity there is a call to action... a call to change. Your choice... complain or embrace change.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
In everyone's life there is stress. There is good stress and bad stress. The good stress is called eustress... sometimes called positive stress. A stress that can compel change. The bad stress is called distress. Distress is a damaging stress... a form of suffering. Doctors will tell you that stress can kill you. When they say that, they are referring to distress, not eustress.
You are completely in control of your attitude. You may not be in control of the some of the things that happen to you, but you are totally in control of how you react to what happens to you. I'm sure you've been around people who are all fraught with drama. Anytime anything happens... it's a crisis. They bring on their own distress and, in turn, cause distress in others. You have probably also observed others who seem to be unphased by the bad things that happen or, better yet, are compelled to action by the adversities of life.
Everyone is going to have bad things happen. It's how you react to the bad things that is a display of how well you are in control of your attitude. You can moan and complain... or you can see that in all adversity there is a call to action... a call to change. Your choice... complain or embrace change.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Thursday, July 16, 2009
Fire Department, Inc.
I recently attended the IFSTA validation conference in Oklahoma City. Setting aside it was the absolutely hottest weather I can ever remember enduring (108 degrees), the conference was excellent. Chris Neal and Bob England do an outstanding job.
During a reception on Friday evening I was talking to an associate I have known for several years and someone who I would classify as being among the best and brightest in the fire service. We engaged in a discussion about the current state of the economy and the challenges his department is facing.
It was his opinion that most fire departments are being challenged today because the tight economy is forcing city and county governments to look at their operations using a business model-one that is based on profit and loss. He noted that many fire chiefs are not adequately educated to run a business and thus, they struggle.
Being someone who has worked in both the private sector as a banker (perhaps the epitome of profit and loss) and in the public sector as a fire chief, I can relate well to what he was saying. I can recall many occasions when I was conducting meetings with members of my department and someone would vocalize their frustration with my leadership style... "We're a fire department, not a business!" they would say with such disdain that I would feel as though trying to run the fire department like a business was somehow... dirty. Nonetheless, I tried to be patient and help them realize that we are, indeed, in the public safety business.
This mentality is not confined to fire department members. Several years ago I was reading in a newspaper about a battle raging at a city council meeting. The city was looking to hire a new fire chief. The debate was whether or not the fire chief needed to have a bachelor's degree or not. One of the council members was quoted in the paper as saying "I cannot, for the life of me, understand why our fire chief would have to have a college degree to run our fire department." The department in question had more than 400 career employees and a $20+ million budget. The fire chief in a department of this size isn't the "top firefighter." He's an administrator of a very large business with all the challenges and complexities of running a corporation: Budget, personnel, legal, marketing, quality control... it's all there.
Like it or not, the fire department is a business and the sooner you realize that, the better off you'll be. The fire department is not exempt from the fallout of a bad economy. It is going to take savvy business managers to survive these challenging times.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
RBG31oo@aol.com
During a reception on Friday evening I was talking to an associate I have known for several years and someone who I would classify as being among the best and brightest in the fire service. We engaged in a discussion about the current state of the economy and the challenges his department is facing.
It was his opinion that most fire departments are being challenged today because the tight economy is forcing city and county governments to look at their operations using a business model-one that is based on profit and loss. He noted that many fire chiefs are not adequately educated to run a business and thus, they struggle.
Being someone who has worked in both the private sector as a banker (perhaps the epitome of profit and loss) and in the public sector as a fire chief, I can relate well to what he was saying. I can recall many occasions when I was conducting meetings with members of my department and someone would vocalize their frustration with my leadership style... "We're a fire department, not a business!" they would say with such disdain that I would feel as though trying to run the fire department like a business was somehow... dirty. Nonetheless, I tried to be patient and help them realize that we are, indeed, in the public safety business.
This mentality is not confined to fire department members. Several years ago I was reading in a newspaper about a battle raging at a city council meeting. The city was looking to hire a new fire chief. The debate was whether or not the fire chief needed to have a bachelor's degree or not. One of the council members was quoted in the paper as saying "I cannot, for the life of me, understand why our fire chief would have to have a college degree to run our fire department." The department in question had more than 400 career employees and a $20+ million budget. The fire chief in a department of this size isn't the "top firefighter." He's an administrator of a very large business with all the challenges and complexities of running a corporation: Budget, personnel, legal, marketing, quality control... it's all there.
Like it or not, the fire department is a business and the sooner you realize that, the better off you'll be. The fire department is not exempt from the fallout of a bad economy. It is going to take savvy business managers to survive these challenging times.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
RBG31oo@aol.com
Monday, July 13, 2009
Another perspective on taking one for the team
I was recently engaged in a healthy dialog with a fellow fire service professional on the issue of fire chiefs who are losing their jobs for standing up for what is right... refusing to make cuts that will impact the safety of the citizens and the safety of the firefighters. My friend inquired: "Where are the firefighters who are willing to put their careers on the line? If the chief is willing to give up his career because he will not violate his oath, what about the firefighters? Are they as willing to walk away from their careers when they know in their hearts they can no longer provide the services they were sworn to provide?
Before you kill the messenger (me), open up your mind and contemplate for a moment what might happen if there was such solidarity among the rank and file. Would it make a difference or would the city simply hire replacement firefighters as they do when they terminate the chief? Impossible you say? Are you old enough to remember when Reagan fired more than 11,000 air traffic controllers and hired civilians? It can be done, but not without a cost, for sure.
When the rank and file are on the same page, there is strength. As Lincoln noted: A house divided against itself cannot stand. Of course, Lincoln was talking about slavery, not public safety. But the concept is still applicable.
Ladies and gentlemen, if there were ever, in the history of the fire service, a time to get together and stand united for the common good... that time has come. Set aside your differences... or your house may fall.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Before you kill the messenger (me), open up your mind and contemplate for a moment what might happen if there was such solidarity among the rank and file. Would it make a difference or would the city simply hire replacement firefighters as they do when they terminate the chief? Impossible you say? Are you old enough to remember when Reagan fired more than 11,000 air traffic controllers and hired civilians? It can be done, but not without a cost, for sure.
When the rank and file are on the same page, there is strength. As Lincoln noted: A house divided against itself cannot stand. Of course, Lincoln was talking about slavery, not public safety. But the concept is still applicable.
Ladies and gentlemen, if there were ever, in the history of the fire service, a time to get together and stand united for the common good... that time has come. Set aside your differences... or your house may fall.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Wednesday, July 8, 2009
Righteous fire chief throws self on sword
Fire Chief Donald Barnes of the Shaker Heights (Ohio) Fire Department took a stand against more cuts to the fire department and it cost him his career. He is not the first chief to stand up for what he believed in and it cost him his career. I personally know several who have and I hold them in hero status. Nonetheless, it is a shame that fire chiefs have to throw themselves on the sword for the sake of trying to protect the lives and property of their citizens.
As fire chiefs, we take an oath to protect our citizens and that includes never doing anything that would jeopardize their safety. When a fire chief feels they are violating their oath, then they have to take a firm line.
Unfortunately, there are plenty of fire chiefs who would rather roll over and do whatever the administration wants done for the sake of saving their jobs. While that is shameful, it is also the stark reality that some leaders are more selfish than righteous.
I have always taken the stand that I would do what is right without regard to what the consequences are. It has cost me dearly on several occasions but at least I am able to wake up in the morning and look myself in the mirror and know that I did the right thing when I stood up to my boss.
There have been, along the way, a few times when I did acquiesce to the boss and did what I was told to do, even when I knew the outcome held great potential to harm public safety and firefighter safety. When that happened, I found myself wallowing in guilt and praying every one of many sleepless nights that no one would be harmed from the decisions I had been forced into making. It was a miserable existence.
I applaud Chief Barnes and I am confident he will land on his feet. As for the administration in Shaker Heights, I am hopeful that your residents will revolt against you for what you have caused to occur. You are one step closer to balancing your budget by saving $140,000 of pay and benefits from your fire chief. Congratulations. Your budget shortfall is nearly solved. Don’t worry at all about the consequences of public safety or fire department morale you have destroyed.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
As fire chiefs, we take an oath to protect our citizens and that includes never doing anything that would jeopardize their safety. When a fire chief feels they are violating their oath, then they have to take a firm line.
Unfortunately, there are plenty of fire chiefs who would rather roll over and do whatever the administration wants done for the sake of saving their jobs. While that is shameful, it is also the stark reality that some leaders are more selfish than righteous.
I have always taken the stand that I would do what is right without regard to what the consequences are. It has cost me dearly on several occasions but at least I am able to wake up in the morning and look myself in the mirror and know that I did the right thing when I stood up to my boss.
There have been, along the way, a few times when I did acquiesce to the boss and did what I was told to do, even when I knew the outcome held great potential to harm public safety and firefighter safety. When that happened, I found myself wallowing in guilt and praying every one of many sleepless nights that no one would be harmed from the decisions I had been forced into making. It was a miserable existence.
I applaud Chief Barnes and I am confident he will land on his feet. As for the administration in Shaker Heights, I am hopeful that your residents will revolt against you for what you have caused to occur. You are one step closer to balancing your budget by saving $140,000 of pay and benefits from your fire chief. Congratulations. Your budget shortfall is nearly solved. Don’t worry at all about the consequences of public safety or fire department morale you have destroyed.
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Tuesday, July 7, 2009
Do more with less...
"Do more with less." We're hearing that cliche a lot these days, especially in emergency services as elected officials have found ways to justify cutting core services - like fire protection - and making the claim that such cuts will not have an impact on public safety.
Take, for example, the recent story on CNN about cuts in firefighters and the impact it had in Flint, Michigan and Alameda, California.
LINK:
http://www.cnn.com/video/?/video/politics/2009/07/06/meserve.budget.firefighters.cnn
Firefighting is dangerous and labor intensive work. Almost everything done on an emergency scene requires a team of four or five firefighters. Cutting down the size of the team has an impact. Elected officials can live in their denial if they wish, but it will show in the performance and in the consequences.
This is easy to see if you apply an example that is less emotional. In this case, a professional baseball team. The dialog goes something like this:
Owners: "Sorry guys, it's tough economic times. We're going to have to layoff some players and you're going to have to play the game with less players... 8 instead of 9."
Players: "Does the other team still get to have nine?"
Owners: "Yes, we're afraid so."
Players: "How are we supposed to win the game if we're outnumbered liked that?"
Owners: "You'll have to learn to do more with less."
This mentality assumes there are expendable positions on the team. Hmmm... who shall we cut.
The catcher? No... too important.
The pitcher? No... too important.
The first baseman? No... too important.
The center fielder? Yes! We'll cut the center fielder.
There won't be an impact. We'll just tell the left fielder and right fielder to run a little faster toward center field when the ball is hit there. We'll win as many games.
You know... and I know... this team is being set up for failure by myopic and dilusionary owners.
The problem is, baseball is just a game and no one is going to get hurt or killed if a team plays bad because they have less players. But firefighting isn't a game and there are real and lasting consequences when emergency services budgets are cut and firefighters are told to find a way to "Do more with less."
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Take, for example, the recent story on CNN about cuts in firefighters and the impact it had in Flint, Michigan and Alameda, California.
LINK:
http://www.cnn.com/video/?/video/politics/2009/07/06/meserve.budget.firefighters.cnn
Firefighting is dangerous and labor intensive work. Almost everything done on an emergency scene requires a team of four or five firefighters. Cutting down the size of the team has an impact. Elected officials can live in their denial if they wish, but it will show in the performance and in the consequences.
This is easy to see if you apply an example that is less emotional. In this case, a professional baseball team. The dialog goes something like this:
Owners: "Sorry guys, it's tough economic times. We're going to have to layoff some players and you're going to have to play the game with less players... 8 instead of 9."
Players: "Does the other team still get to have nine?"
Owners: "Yes, we're afraid so."
Players: "How are we supposed to win the game if we're outnumbered liked that?"
Owners: "You'll have to learn to do more with less."
This mentality assumes there are expendable positions on the team. Hmmm... who shall we cut.
The catcher? No... too important.
The pitcher? No... too important.
The first baseman? No... too important.
The center fielder? Yes! We'll cut the center fielder.
There won't be an impact. We'll just tell the left fielder and right fielder to run a little faster toward center field when the ball is hit there. We'll win as many games.
You know... and I know... this team is being set up for failure by myopic and dilusionary owners.
The problem is, baseball is just a game and no one is going to get hurt or killed if a team plays bad because they have less players. But firefighting isn't a game and there are real and lasting consequences when emergency services budgets are cut and firefighters are told to find a way to "Do more with less."
Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
Friday, July 3, 2009
Who moved my cheese?
If there was one book that I think contains on-point advice for what the fire service is going through right now it would be Spencer Johnson's New York Times Bestseller "Who moved my cheese?"
Who Moved My Cheese? has four characters. Two of them are mice named Snuff and Scurry and two are little people named Hem and Haw. The characters live in a maze that is the proverbial rendition of our life's environment... twists... turns... corners... unexpected things... you get the idea.
The characters are looking for cheese, which in this book represents one's happiness and success. Paired up, the mice and the little people set off on a trek through the maze in search of happiness and success (cheese). The mice and the little people come upon a cheese-rich cache at Cheese Station C.
The little people are content living off the success and happiness they are extracting from Cheese Station C and they develop a life around living off that cheese.
As it would happen, one day Sniff and Scurry arrive at Cheese Station C and find all the cheese is gone. They had been observing the cheese supply dwindling for some time so they're not terribly surprised by this finding. They were mentally prepared to set off on a new journey to find more cheese.
Later that same day, Hem and Haw also arrive at Cheese Station C and found the same thing... all the cheese was gone. They were angry and frustrated by this finding. Hem demanded to know "Who moved my cheese?" They were not prepared for this to happen. They fully expected their cheese would always be there for them. They throw a tantrum and go home hungry.
The next day Hem and Haw return to find the same thing... no cheese. Haw realizes the gravity of the situation and recommends embarking on a search to find some new cheese. Hem, still feeling victimized by the whole situation, voices his opposition to Haw's suggestion. Meanwhile, the mice searched and found a new cheese supply (at Cheese Station N).
And back at the cheeseless station (Cheese Station C) the little people are blaming each other for the lack of cheese and the situation they have found themselves in. Again, Haw proposes embarking in a search for new cheese. However, Hem is so comforted in his old routines and also afraid of the unknown that he continues to rebuke Haw's idea of moving on.
After days of living in denial the little people were still cheeseless. Eventually, Haw realizes he is gripped with fear and begins to laugh at himself. At that point, Haw realizes he needs to move on. As he enters the maze he chisels a note on the wall of Cheese Station C for Hem:
If You Do Not Change, You Can Become Extinct.
Haw is still fearful though of the new journey and he continues to write:
What Would You Do If You Weren't Afraid?
He ponders the question... then he sets off on his journey. Along the way, Haw finds a few scraps of cheese here and there that provides enough nourishment to allow him to continue his search. Haw's denial slowly wanes and he realizes the cheese didn't disappear suddenly. Rather, the supply diminished from being eaten.
Haw came across another empty cheese station and be began to worry again about his unknown future. But he had a new mindset now and he set his fears aside, realizing:
When you move beyond your fear, you feel free.
Haw decided to go back and visit Hem with the few bits of new cheese he has managed to find.
Stubborn and set in his way, Hem refuses to eat the new cheese.
Haw is disappointed at his friend's behavior, and decides to head back into the maze - searching farther and farther for new cheese (and having only limited success along the way).
Along the way, Haw leaves a trail of messages in the wall of the maze, hoping Hem will eventually embark on a search for new cheese and come along and read these messages.
Eventually after an extensive search, Haw finds Cheese Station N which contains an abundant supply of cheese. After eating, Haw reflects on his experience and writes these incredibly valuable lessons on happiness and success:
Change Happens
They Keep Moving The Cheese
Anticipate Change
Get Ready For The Cheese To Move
Monitor Change
Smell The Cheese Often So You Know When It Is Getting Old
Adapt To Change Quickly
The Quicker You Let Go Of Old Cheese, The Sooner You Can Enjoy New Cheese
Change
Move With The Cheese
Enjoy Change!
Savor The Adventure And Enjoy The Taste Of New Cheese!
Be Ready To Change Quickly And Enjoy It Again & Again
They Keep Moving The Cheese.
Now Haw inspects Cheese Station N every day and makes a habit of exploring different parts of the maze to prevent any complacency from setting in.
In this economy... the cheese is definitely being moved for a lot of people. Embrace these lessons from Spencer Johnson's great book. It may help you get through the turbulence that occurs when someone moves your cheese.
Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com
Who Moved My Cheese? has four characters. Two of them are mice named Snuff and Scurry and two are little people named Hem and Haw. The characters live in a maze that is the proverbial rendition of our life's environment... twists... turns... corners... unexpected things... you get the idea.
The characters are looking for cheese, which in this book represents one's happiness and success. Paired up, the mice and the little people set off on a trek through the maze in search of happiness and success (cheese). The mice and the little people come upon a cheese-rich cache at Cheese Station C.
The little people are content living off the success and happiness they are extracting from Cheese Station C and they develop a life around living off that cheese.
As it would happen, one day Sniff and Scurry arrive at Cheese Station C and find all the cheese is gone. They had been observing the cheese supply dwindling for some time so they're not terribly surprised by this finding. They were mentally prepared to set off on a new journey to find more cheese.
Later that same day, Hem and Haw also arrive at Cheese Station C and found the same thing... all the cheese was gone. They were angry and frustrated by this finding. Hem demanded to know "Who moved my cheese?" They were not prepared for this to happen. They fully expected their cheese would always be there for them. They throw a tantrum and go home hungry.
The next day Hem and Haw return to find the same thing... no cheese. Haw realizes the gravity of the situation and recommends embarking on a search to find some new cheese. Hem, still feeling victimized by the whole situation, voices his opposition to Haw's suggestion. Meanwhile, the mice searched and found a new cheese supply (at Cheese Station N).
And back at the cheeseless station (Cheese Station C) the little people are blaming each other for the lack of cheese and the situation they have found themselves in. Again, Haw proposes embarking in a search for new cheese. However, Hem is so comforted in his old routines and also afraid of the unknown that he continues to rebuke Haw's idea of moving on.
After days of living in denial the little people were still cheeseless. Eventually, Haw realizes he is gripped with fear and begins to laugh at himself. At that point, Haw realizes he needs to move on. As he enters the maze he chisels a note on the wall of Cheese Station C for Hem:
If You Do Not Change, You Can Become Extinct.
Haw is still fearful though of the new journey and he continues to write:
What Would You Do If You Weren't Afraid?
He ponders the question... then he sets off on his journey. Along the way, Haw finds a few scraps of cheese here and there that provides enough nourishment to allow him to continue his search. Haw's denial slowly wanes and he realizes the cheese didn't disappear suddenly. Rather, the supply diminished from being eaten.
Haw came across another empty cheese station and be began to worry again about his unknown future. But he had a new mindset now and he set his fears aside, realizing:
When you move beyond your fear, you feel free.
Haw decided to go back and visit Hem with the few bits of new cheese he has managed to find.
Stubborn and set in his way, Hem refuses to eat the new cheese.
Haw is disappointed at his friend's behavior, and decides to head back into the maze - searching farther and farther for new cheese (and having only limited success along the way).
Along the way, Haw leaves a trail of messages in the wall of the maze, hoping Hem will eventually embark on a search for new cheese and come along and read these messages.
Eventually after an extensive search, Haw finds Cheese Station N which contains an abundant supply of cheese. After eating, Haw reflects on his experience and writes these incredibly valuable lessons on happiness and success:
Change Happens
They Keep Moving The Cheese
Anticipate Change
Get Ready For The Cheese To Move
Monitor Change
Smell The Cheese Often So You Know When It Is Getting Old
Adapt To Change Quickly
The Quicker You Let Go Of Old Cheese, The Sooner You Can Enjoy New Cheese
Change
Move With The Cheese
Enjoy Change!
Savor The Adventure And Enjoy The Taste Of New Cheese!
Be Ready To Change Quickly And Enjoy It Again & Again
They Keep Moving The Cheese.
Now Haw inspects Cheese Station N every day and makes a habit of exploring different parts of the maze to prevent any complacency from setting in.
In this economy... the cheese is definitely being moved for a lot of people. Embrace these lessons from Spencer Johnson's great book. It may help you get through the turbulence that occurs when someone moves your cheese.
Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com
Subscribe to:
Posts (Atom)