November 2013

In This Issue
It's Time to Update
Visioning and Change

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Welcome to the November edition of Pathways to Success.

We're headed into the end of the calendar year and so with great anticipation we all should be looking forward to 2014. This month's articles are focused on what you should be doing to prepare for the upcoming year. The first article, "It's Time to Update," discusses how both a focus on you as well as the business can be important in updating and achieving your goals for next year. 


The second article discusses the issue of change in realizing a new compelling vision. Addressing resistance to change becomes a major focus and an integral part of a unified implementation strategy.


Please forward this email to colleagues and friends if you find them valuable. And, if you haven't done so already, please sign up on my website to receive continuing editions. Thanks for your continued support and interest. Enjoy reading!

Steve Terusaki, President of SEIDO ConsultingSteve Terusaki
SEIDŌ Consulting
It's Time to Update

Have you done your homework to make sure you're prepared for the start of the new calendar year? What lessons have you learned in 2013? How do you want to adjust your business to take advantage of those learning insights? Have you been proactive and reevaluated your business with a new SLOT, or SWOT Analysis? These are all great questions to be asking at this time of year. Even if your planning year starts April 1, July 1, or October 1, these are relevant questions to assess where you are in your current year. And the question that is the "big-elephant-in-the-room" is, "Why haven't you yet taken these steps?"


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Visioning and Change

Tammy A.S. Kohl, President of Resource Associates Corporation.


Realizing a compelling vision often means change, accepting new perspectives, and abandoning old habits and techniques. Many times the necessary changes require doing things differently. Lofty aspirations may involve outsourcing, merging, building strategic alliances, partnering, or acquiring other resources or organizations. It could mean selling off pieces of existing business that no longer fit strategically. It could involve restructuring your organization. What does it mean to you? There are tremendous risks in maintaining the status quo and doing it because "we have always done it that way." It means that there is no longer validity in the expression, "If it isn't broke, don't fix it." The operative phrase today is, "How can we make it better?"


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