August 2014

236 You Know It's Time To Quit

236 You Know It’s Time To Quit

236 You Know It's Time To Quit

Do more of what works. Stop doing what isn’t working.

Sound advice. Unfortunately, not always easy. And sometimes we’re stymied with the riddle, “How do I know if I’ve given it a fair chance?”

You don’t. It’s a crap shoot. Sometimes you get a face full of crap. Sometimes you don’t. You’ll know it when you feel it.

This much I know – sometimes it’s best to not even try to figure it out. Sometimes it’s just best to stop doing what you’re doing because deep down inside you know it’s not working. Who cares why? Just stop it so you can start something else. Something new.

No guarantees the new thing will work either, but at least it’s a change. Maybe for the better. You won’t know until you try.

You should consider rebranding or renaming, or both, when you really feel you have given the effort to get some traction – some real sign of success – and it’s just not happening. What’s success? Depends on what you’re chasing. Maybe it’s customers, clients or patrons. Maybe it’s revenues. Maybe it’s exposure or attention represented in attracting a crowd or audience. It can be all sorts of things. You’ve got to decide what it is for you.

Here’s the thing. You know if you’re achieving success or not. And you know if things are on the uptick or not. If not, my advice is quit. Give up. Stop doing what you’re doing.

I May Quit, But Not Today

That’s been my lifelong mantra, but I break it all the time. Like so many little ditties, it sounds wise, doesn’t it? And it is. Sometimes. But not all the time.

Sometimes it’s stupid.

One of these days I’ll do a show on my ever growing list of things that sound smart, but aren’t. I can come up with such statements as good as the next guy. Maybe better than most. Hence, the statement, “I may quit, but not today.” My wit and witticisms know no bounds of stupidity.

But today is the day. I mean, you can’t avoid quitting forever. One day has to be the faithful day that you actually do quit. Because it’s likely past time. Truth be told, you should have quit a long time ago, but you were afraid. You listened to all the pundits tell you how powerful courage, resilience and persistence are. And you believed it. Dumb you. Well, not really. We all believe it. Or we want to.

Deep down inside you questioned it though, didn’t you? You kept wondering if it might be a mistake to keep slogging on.

You listened to social media. You read all the cool books. You followed all the popular blogs.

There’s that collective wisdom that captured your imagination and seemed to be so right. Seth Godin’s Dip resonated with you. Then there are all the stories of people who persisted through thick and thin making you feel like a real loser if you quit now.

But you really know it’s time to quit. It’s hard, but reality slams you to the ground with a sobering force.

Sometimes The Signs Are Clear. Sometimes They’re Anything But.

When a store closes there are clear signals. They’ve likely been present for awhile, depending on the financial fortitude of the owners. Here in Dallas/Ft. Worth there’s a retailer that has been struggling for ions, Radio Shack. Their financial fortitude seems surpassed only by their refusal to face reality. Public money has a way to prolonging the agony of quitting.

The inability to pay invoices, meet payroll, make lease payments and other signs are pretty strong indicators that the present course isn’t working. Brick and mortar businesses don’t usually just up and quit because they suddenly decided to. Instead, they’ve likely wrestled with months or years of bad numbers, low performance indicators and various other warning buzzers telling them they’re sinking. Like a captain of a sinking ship, it can be difficult to make the decision to give up all hope.

Your endeavor may be struggling. Maybe it’s always struggled. Or maybe it was once thriving, but no more. Or maybe it just never got off the ground.

If you had a thousand bucks for every hour you’ve spent soul searching, you’d have well over 100 grand. But the soul searching has left you feeling empty and alone. The war in your head grows more intense as you feel the pressure to do something differently. Anything. ‘Cause this ain’t workin’ – at least not any more.

If only there was a clear signal that said, “This is NEVER going to work.” But the dashboard of our life sometimes lacks the gauges we need most. If only we had a CHECK ENGINE light to alert us to something potentially catastrophic.

Instead, we’re left to figure it out on our own. And that’s the real work. Figuring it out. For ourselves.

Quitting Isn’t Losing. It’s An Opportunity To Stop Losing.

For years, as an executive in the consumer electronics business I attended the Consumer Electronic Shows in Las Vegas. I don’t gamble, but I’ve watched others do it. Sometimes poorly.

Losing in Vegas is a widely practiced art form. Some people do it with great vigor. One year in the early 80’s while walking through a casino lobby of the hotel I noticed a table with a dealer, but no players. A sign sat in the middle of the table, “Reserved.” As a non-gambler I was quite fascinated by this so I had to approach the dealer and ask, “What does the reservation mean?” He explained to me how big clients would reserve specific tables and dealers. He was such a dealer, stationed at such a table. I asked, “When will the player arrive?” “I don’t know,” said the dealer. “He’s got this table reserved all night so we’re on standby for him.”

Well, that was too curious for my blood so I found a seat within eyeshot of the table and waited. Thankfully, it wasn’t too long – maybe 20 minutes or so – and in walked a sharply dressed man, alone. He approached the table and out of nowhere appeared another casino employee with a full rack of chips. The man took the rack and began to play a pattern of numbers. The game was roulette.

The “dealer” spun the wheel and in one fell swoop he gathered up all the chips. The house won that round.

The player repeated the process, appearing to play the exact same numbers and colors. Again, the wheel spun. Again, the house won.

A third time. Again, the same outcome and the entire rack of chips was vanquished. Without saying a word the player exited the casino. I followed at a safe distance only to see him jump into a limo parked at the curb and drive off. I went back inside to inquire what I’d just seen. The dealer was discreet, but told me the player likely had tables reserved all over town. “He’s likely looking for a hot table,” said the dealer. “Will he come back?” I asked. “Maybe. Maybe not,” said the dealer.

Another guy was standing near me when I asked the dealer if he could tell me how much the man had gambled. “No, sorry,” said the dealer. The other observer told me, “I can tell you it was in excess of $100K.” I looked inquisitively at the dealer who simply made one nodding notion to affirm that it had been a 6-figure three spin play! No spin took more than 60 seconds. Within less than 5 minutes this high roller had lost over $100,000. Talk about something not working!!

We went to grab dinner and a few hours later there was another dealer standing at the same table. There was the sign, “Reserved.” We walked around, keeping our eye on the table waiting to see of the high roller would return. He did. I moved in closer, maintaining a comfortable, anonymous distance. Same result as the first time. Same numbers and colors appeared to be played. I surmised that based on the pattern of where he placed the chips each time. Exact same movement and location, best I could tell. Three spins and off he went, catching his limo to continue his quest for a hot table. I assumed he hadn’t found it else he’d stay put. Or maybe he had found it and it went cold. No matter. In the span of less than 10 minutes total I had seen a guy drop a quarter of a million bucks.

I started calculating how long it might take to drive from one casino to another. And how much time he spent at a table where he lost. Surely he’s winning somewhere, I thought. I mean, even filthy rich folks could ill afford to lose $25,000 a minute.

My mates and I talked for quite a long time wondering about this guy and trying to figure out why somebody would use this approach. As I said, I’m not a gambler so I had no insight. The entire thing seemed ludicrous to me. We collectively concluded that whatever he was doing this night was NOT working. Which begged the question, “Why is he still doing it?” Was he compulsive? Was he an addict unable to help himself? The man clearly had clout with the casinos else he wouldn’t have been able to reserve tables all over town. All we knew is that if he were to stop playing then he could stop losing. We were equally certain he wasn’t looking at it like that. He was likely behaving like we sometimes do – thinking, “This time it’ll work.”

He couldn’t stop playing because he was likely thinking more about winning than losing. It wasn’t an opportunity to stop losing. Rather, it was an opportunity to never win.

I don’t know how much money he had to lose, but I know he could have used a lot more sense. Most of us don’t have money to lose, or sense. We need all we can get.

Give Up. Move On. Quit. Do Something Else. This Ain’t Workin. Maybe It Never Will.

We’re a hockey kinda family. My son, now 34, has played all his life. Me? I’ve coached, run leagues and done more than my share of volunteer work. Once I even served as the South Central Zone Coordinator for USA Hockey Inline and was on the rules committee. So, yeah, we’re kinda ate up with hockey.

Well, when you watch hockey at the highest level, the NHL, you’ll see world-class skaters fall pretty regularly when they’re on the ice. Sure, they’re getting the snot knocked out of them when they do. Or maybe they’re being tripped (a penalty). But the point is, they’re not always upright. Quite often they fall down. But unless they’re injured, they hop up faster than most of us could get to our feet on dry land wearing sneakers. Getting knocked down isn’t a big deal. Staying down is.

Last night I heard Bear Grylls say something on his new TV show, Running Wild With Bear Grylls.

The great thing is about the wild is you’ve got to keep falling and you’ve got to keep getting up. Nobody in life ever likes falling because they think it makes them look like an idiot. But that’s why nobody ever gets anywhere.”

Tom Arnold was Bear’s adventure partner last night. Tom responded, “I get paid to look like an idiot.” But you don’t. So you’re afraid of looking like an idiot. Afraid of failing. Well, get over it. ‘Cause we’re all idiots at some point. Our idiocy can be fleeting or it can be sustained over time. Maybe we should all work harder to manage our moments of idiocy by either accepting them or embracing them. But you know what the real deal is, don’t you? Nobody is noticing your idiocy because they’re too concerned about their own. So go ahead. Fall down. Get back up. And act like nothing happened.

Taking Some Time Off

I’m stepping away from things around here until after the Labor Day weekend. No, it’s not a vacation. It’s work. But don’t fret much because I’m going to be back with a vengeance, Lord willing. And the next time you hear me here (in the podcast), I’ll likely have rebranded some things. So I’m walking the walk in addition to talking the talk. I’m quitting one thing so I can start something else. Something better. Something bigger.

In the meantime, I’m keeping the lights on over at Leaning Toward Wisdom. Things over there are working so I gotta keep it going while I figure things out around here.

Bula!

Randy

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235 The Magic Of Subtle Marketing For The Professional Services Firm

235 The Magic Of Subtle Marketing For The Professional Services FirmI’m not bashful to ask for the sale, or to encourage people to buy from me if I believe I’ve got just the thing to help them. But I am bashful to be presumptuous and I think you should be, too.

For years I sat at desks where I was responsible for the outcome of the business. The buck stops here and all that. I recall far too many salespeople entering my office to pitch me their products. “This is just what you need,” they’d say. Or words to that affect.

I had never met some of these people. They’d never visited the company I was running. They hadn’t talked with anybody inside the company. But in this first meeting, without asking a single question or doing any research, they knew just what we needed. No, they didn’t. They only knew they needed to sell something.

The professional services firm – whether it’s engineering, architecture, healthcare, legal services, accounting or anything else – is steeped in competence. Professional services firms have an expertise. They’re able to do things the rest of us can’t. So when we need their expertise, there is the tendency for them to think, “Your need for me is so obvious” that they forget the necessity to be more subtle in their marketing and sales approaches.

Subtle Ain’t Easy…For You, But It’s Way Easier For Your Prospects

Subtle doesn’t mean it’s not obvious. Subtle means it’s not in-your-face. It means it takes into consideration the prospect’s point of view. It’s the opposite of the traditional throat close. You know the one. It’s the one where the sales guy grabs you by the throat and urges you to buy. Now!

Subtle marketing for the professional services firm isn’t cheap. At least not in effort and time. But it’s crazy effective in cementing great relationships, in reducing the friction of the buying cycle and a host of other things that will make it worth your while.

Sometimes friction helps us in building our practices and our businesses. Permit me to use myself as an example. If you go to my coaching page you’ll see lots of copy. That copy is designed to address the pain points that I know exist with people who would be part of my target market. There are no buy buttons, but there are some buttons to click so prospects can go to an application. Click on that button and the prospect is taken to a page where they find my Bula Network Strategic Assessment. It’s an application designed to help me better understand the prospect’s problems. But it’s also designed to do something else.

It provides enough friction to serve as a bit of a sifter. People and organizations who are not my ideal client won’t complete that assessment. And that’s great. It saves them time. They see it and think, “No, I don’t want to do this.” Perfectly fine. Guess who I don’t really want to work with? That’s right, people who say, “No, I don’t really want to do this.” My best clients are those with a really high degree of willingness. They really want to make their businesses and organizations better!

It seems counter intuitive, but it works for your prospects. It’s a bit like the dating scene. If a guy is looking for the right girl, then he’s discriminating. Not just any girl will do. So how does he sort through all the potential girls? He has some specific qualities he’s looking for, and others he’s trying to avoid. Your practice is no different. You’re looking for certain clients who have specific needs, wants and desires. You’re likely trying to avoid some clients.

Subtle marketing is designed to let your ideal clients hire you with greater ease while simultaneously trying to politely repel the clients you don’t want (those who cost you money, who are more trouble than they’re worth, etc.).

It’s Not About Kicking Traditional Marketing To The Curb

Too many people seem ready to abandon what’s now called “traditional” marketing. Namely, advertising. Advertising still works. If it’s done properly. The problem with most advertising is there’s no call to action. We’re exposed to it and we don’t know what the advertiser wants from us.

Another problem with advertising is getting it in front of the right people. We TIVO or DVR our television programs so we can fast forward past the commercials. We don’t see the billboards any more because we’re texting or talking on the phone while we drive. Dangerous? You bet, but you see it every time you get in the car. It’s not easy to get your advertising in front of people any more because the sea is filled with more noise than ever! A louder bull horn just won’t work.

Professional services firms have long embraced direct mail advertising. I love direct marketing for many reasons, but mostly because we can make specific offers and target who gets our message. We may not be able to guarantee they open it, or read it, but we can at least be certain we put it in their hands…if only on the way to the trash can. The rest is up to us.

One major problem with the way I see professional services firms do direct mail is they all copy each other. Take the financial planning world. If you are over 55 you’re on the list. These folks love the dine and sell strategy. Invite you to a nice steak house, pitch you hard for an hour and put a hard close on you…in exchange for buying you and your spouse a steak dinner. They’ve been doing it for years because it’s a numbers game that works for them. I don’t hate it because of that. I hate it because it’s “me, too.” I hate it because the steak house is likely to be the reason for the choice. Not the financial planner’s expertise, compassion or like-ability.

Subtle marketing isn’t bait and switch. It’s not hiding the obvious. It’s honest, straight-forward and truthful. It’s designed to serve and help the prospect even if they don’t buy. The aim is to help build a relationship with prospects…your ideal prospects! It’s a slow burn that can result in a big bang of business success.

But You Gotta Put In The Work

You have to know who these people are and how they’re feeling. You can’t sucker punch them with a solution. That’s lazy marketing and it’s why so many professional services firms do it. It’s plug and play. Any moron can do it. No imagination required.

Creativity takes work. Lots of work. Subtle marketing puts in tons of heavy lifting up front knowing that the pay off will be enormous in happier clients, better referrals and higher ticket services. Those rewards demand greater efforts.

Let’s just do what they’re doing.”

That’s the common refrain of most professional services firms because it doesn’t require any work. I’m always somewhat surprised at how firms quickly jump to such activities without any consideration to the outcomes. I’m after results. That’s all I’m after. For me, results mean happy clients. Clients willing to refer me to others. Clients willing to tell others about a positive experience with me. I’m looking for long-term relationships with people who won’t hesitate to call me again. And again. I want to be irreplaceable. Not because I’m the smartest or most expert, but because I’m the most helpful, the most effective. The guy who produces results.

What do you want for your professional services firm?

If you’re like most, you want more clients. And you want to serve your clients better, more effectively. And more efficiently. I’ve not met many who didn’t want to stop going crazy in the process. It’s the 3 things that matter in business building.

Don’t be lazy. Get off your butt. Engage your brain. Make it easy for your prospects by putting in the work they deserve to make doing business with you remarkable.

Randy

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Braxton_Bragg

Coaching The Disagreeable Employee

Coaching The Disagreeable Employee - BULA NETWORK
Braxton Bragg, a disagreeable fellow

Braxton Bragg was an Army guy. Career Army. He was also a Confederate General responsible for the western campaign of the American Civil War. But he was mostly a sour puss who easily blamed others.

Ulysses S. Grant‘s memoirs tell a story about Bragg as a company commander at a frontier post where he also served as quartermaster. Bragg submitted a requisition for supplies for his company, then as quartermaster he declined to fill it. As company commander, he resubmitted the requisition a second time, giving additional reasons for his requirements, but as the quartermaster he denied the request again. Facing a personal impasse, he referred the matter to the post commander, who exclaimed, “My God, Mr. Bragg, you have quarreled with every officer in the army, and now you are quarreling with yourself!”

It takes a special kind of disagreeableness to disagree with yourself. Bragg was a world-class disagreeable fellow though.

Even Bragg’s staunchest supporters admonished him for his quick temper, general irritability, and tendency to wound innocent men with barbs thrown during his frequent fits of anger. His reluctance to praise or flatter was exceeded, we are told, only by the tenacity with which, once formed, he clung to an adverse impression of a subordinate. For such officers—and they were many in the Army of the Mississippi—Bragg’s removal or their transfer were the only alternatives to an unbearable existence.

— Peter Cozzens, No Better Place to Die: The Battle of Stones River

History shows that Jefferson Davis couldn’t get along with him. It seemed nobody could get along with Bragg. He remained in positions of responsibility due to the shallow depth of talent to replace him. After the Civil War he jumped from one endeavor to another. Each one seemed to end with a common refrain. Bragg would get into a disagreement with others and that would end the endeavor.

He dropped dead in Galveston, Texas at the age of 59. I wonder how many people were pleased at the news.

Surliness isn’t the exclusive domain of Generals or big bosses. Their tyranny can be especially disconcerting because of their power. But what about the disagreeable employee? Can anything be done to help them? Should anything – short of termination – be done?

The reason for being disagreeable is moot. Nobody cares. Whatever burr that may have caused Bragg’s saddle soreness was of no concern to anybody. The truth is, the man was a class A felon when it came to being disagreeable. Why is anybody’s guess. His own men tried to kill him. I doubt they sat around the campfire wondering why their leader behaved so poorly. They simply wanted it to stop. Ditto for the disagreeable employee.

I’m not talking about a person who is having a bad day. I’m talking about the chronic disagreeable employee. The employee who will argue about most anything. All the time. I’m talking about the employee who will behave poorly toward their boss and toward the team.

Some disagreeable employees have been that way for as long as anybody can remember. People up and down the organization know them by their earned reputation. Like Bragg they’ve littered the trail of their career with disagreements. Can you help an employee like that? Maybe.

Other employees turn disagreeable. Maybe they were overlooked for a promotion. Maybe they got a promotion. Something happened and now they’re disagreeable, or more disagreeable than ever before. What about them? Can they be helped? Again, maybe.

Battling the disagreeable employee is easy when the employee is a marginal contributor. Most leaders will take swift action to rid themselves of the cantankerous employee who isn’t performing in the top tier. These are rather easy decisions.

But what about the person who is skilled at their work and mostly performing at a high level? These are the employees who vex good leaders. But I’m going to encourage you to not remain vexed for too long because you’ve got to consider the negative impact of the disagreeable employee. So let’s start with why you must avoid giving way to the disagreeable employee.

1. The disagreeable employee will undermine your leadership.

Your ability to properly lead your team hinges on one central behavior, willingness. This is the non-negotiable standard that must be maintained by any organization that expects to foster high performance.

When you suffer the disagreeable employee, you’re telling your team that willingness isn’t mandatory. You demonstrate your own willingness to accept debate, controversy and confrontation on your decisions.

One bad apple and all that. Order, decorum and performance will fail if the disagreeable employee remains…or if they remain disagreeable.

2. The disagreeable employee will wreck the performance of the team.

Every employee needs to feel special in some way. That’s not possible in the presence of the disagreeable employee because they’re always hogging the spotlight. All eyes and ears are on them as people just wait to see how they’ll respond to your latest decision as a leader.

Rarely will the disagreeable employee confess to being a glory hog, but they are the most selfish people on your team. Their opinion and their judgment matter more than anybody else’s. Including yours.

The grind of dealing with the disagreeable employee will take a heavy toll on the rest of the team as they constantly work under duress of their own bad feelings toward their disagreeable teammate. Increasingly, they’ll feel as though they must meet a higher standard. Fairness will be lost, along with morale.

3. The disagreeable employee will eventually cost the leader.

A leader will pay a heavy price for tolerating the disagreeable employee without attempting and succeeding in finding a remedy. It can come at the hands of consistently poor performance, resulting from a leader’s refusal to hold every employee accountable. It can come at the hands of superiors who tire of conflict not being properly handled. It can come at the resignation of valuable employees who simply can no longer tolerate the atmosphere and culture influenced by the disagreeable employee. Lots of things can go wrong when leaders refuse to deal with disagreeable employees.

So what can you do? What should you do?

Circumstances can differ, but these general guidelines should serve to give you some sort of direction.

a. Accept and assume responsibility.

It may seem counter-intuitive for the leader to take on the responsibility for why the disagreeable employee is behaving poorly, but that’s where it must start. The truth is, the leader is tolerating it. Nothing can be improved until the leader refuses to let poor behavior continue.

The parent who allows their teenager to talk back without any consequence has only themselves to blame. So it is with a boss who allows an employee to be chronically disagreeable.

b. What’s done is done, but today it’s a new day.

Just because a leader failed yesterday doesn’t mean she’s going to today. She can’t afford to keep failing so at some point a new day dawns.

Some bosses feel it won’t work if they just show up tomorrow morning behaving differently. Here’s the key to it. If you’re the leader and you want to improve, then make up your mind that you’re going to start handling things better – including how you deal with the disagreeable employee. Stick with it. You’ll go wrong every time if you dive in, begin to deal with things, then slack off and revert back to your old ways. Avoid that.

It’s not only possible, but it’s advisable that you draw a line in the dirt and take your stand sooner than later. Who cares what you tolerated yesterday? Who cares how you handled things yesterday? Today ain’t yesterday. You can stake your claim at any time anywhere. I’m encouraging you to do it today, right where you’re at.

c. Sit down privately with the disagreeable employee to communicate your “new day” accountability.

Apologize to them for failing to hold them accountable for their poor behavior. Reiterate to them the role you play to help them perform at their very best. Explain to them that their ongoing disagreeableness is destroying not only their performance, but it’s also impacting the performance of others.

Tell them plainly, “This must stop.” Provide a couple (no more) of specific examples. Do not let them interrupt. Stay on course because these people are skilled at disagreeing. They will be true to their habit and nature. You can’t be sucked into an argument. This isn’t an argument. It’s a statement of fact based on their poor behavior and you’re the leader responsible to help them fix it by holding them accountable for it from now on.

When you’re finished clearly tell them, “Starting today I’m going to expect you to demonstrate a high level of cooperation. Once I’ve made a decision, I expect the debate to stop. [insert any specific problem behavior they’re guilty of here].”

End this part of the conversation with, “Do you understand?” Don’t accept some rambling defensive arguing. Only a “yes” will do here.

d. Let them out of the corner.

I’m a father of two grown kids. I believe in spanking kids. No, not beating them. Spanking them. It’s not about inflicting physical pain. It’s about inflicting appropriate guilt so they’ll correct their poor behavior.

One big reason I’m opposed – as a parent and grandparent – to “time out” is because it drags out the process and keeps kids in the corner literally. Through the years I’ve found that employees who feel they can’t get out of the doghouse with their boss, or they feel trapped in a corner of disapproval from which there’s no escape…well, they lose heart very quickly.

A spanking demonstrates we’re not going to tolerate the poor behavior. It’s not harsh, but it’s timely. Quick even. Then it’s over.

Corrective discipline has to end. It can’t go on and on else people will fail to recover and respond with appropriate higher performance.

Encourage the disagreeable employee to correct their poor behavior. Let them know you believe in them and in their ability to do better. Assure them you’re going to serve them better by helping them.

e. Start leading and managing better. 

Leaders don’t have to announce, “Things are gonna be different from now on.” I’m not a fan of that approach. Better to just start doing what you should. Begin it now and people will notice. You don’t need to write a memo or give a speech.

Be prompt to correct all the poor behaviors. Let your actions speak louder than your words.

Conclusion

There are no guarantees that this, or any other approach, will work with the disagreeable employee. Sometimes you just have to give them repeated opportunities and deal with their response to your correction.

Avoid putting yourself in the position Bragg’s superiors often found themselves. Because they had no suitable replacement, they frequently tolerated his poor behavior. Find options and alternatives to the disagreeable employee in case they decide they’re going to remain unwilling to follow your leadership.

Randy

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234 Cervical Fusion Isn't Some New Form Of Music

234 Cervical Fusion Isn’t Some New Form Of Music

234 Cervical Fusion Isn't Some New Form Of MusicNOTE: Today’s episode doesn’t sound as great as I’d like, or up to my normal audio standards. I’ll use surgery as my excuse. This horse collar doesn’t help much either.

It sounds musical, but I promise you there’s nothing musical about it. I think the technical term for it is ACDF: Anterior Cervical Discectomy and Fusion.

The incision is in your neck. Yep, they go in from the front to work on your cervical spine. Scary? A little bit. Especially when in pre-op they send in the person who’ll be monitoring your spinal cord during the surgery. She was armed with a bunch of little wires and probes so during the surgery she can keep tabs on your spinal cord. That’s when you know this ain’t no rock ‘n roll show. It’s very serious business.

I was first diagnosed about 10 years ago by the man who gave me scarsDr. James Vincent Bonnet , MD. Dr. Bonnet had performed surgery on both elbows so when a bit of numbness hit my left little finger, he seems like the guy to go see. I trusted him.

He suspected a bulging disc in my neck and sent me to a neurologist for a nerve conduction study. Off I went and sure enough, the doctor figured out I had what he deemed a “slight” bulging disc, just likely due to wear and tear, and age. The symptoms weren’t severe so I went through some physical therapy and in time the numbness went away.

Fast forward about 7 years or more and Dr. Bonnet passed away. He was a good doctor and I liked him very much. In a way, whatever way a patient can love a doctor, I loved him.

Back in February an old shoulder injury that occurred when I was 24 reared up its ugly head and hit me hard, bit me viciously and flung me around the room one night. Out of the blue. Over 33 years without any incident. No pain. No aches. No nothing. Then all of a sudden, I found myself in the ER (emergency room). Turns out the shoulder had very severe arthritis brought about by the injury years earlier.

As a self-employed person I have health insurance, but I’ve got an insanely high deductible. For those of you who aren’t in America, I can tell you that it doesn’t take long to go through money when you need health care here. Obamacare, in my opinion, is a colossal failure and will do nothing but wreck an already broken system. But that’s another story.

My story involves forking over $10,000 out of my own pocket before insurance kicks in. That prompts me to approach my new shoulder orthopedic surgeon, Dr. Bing Tsay (pronounced Cy). Sing to me, Bing! And he did. He told me he really couldn’t explain the severity of my shoulder pain. Since I had hit my deductible I went in to see him one day and asked, “Is there any reason I shouldn’t just get this taken care of now?” That got me what’s called Open Mumford surgery.

This surgery went well. Dr. Tsay found a shoulder a lot worse than the MRI might indicate. Lots of bone spurs and arthritis. He even fished out a lose bone fragment. Within days I was pretty much experiencing full range of motion and things he told me might take weeks. I’ve almost always done extremely well with surgery (during and after). I don’t even do too badly before either.

At my final visit with the Bing, I bring up this 10 year old neck issue and ask about seeing a colleague, Dr. Timon (pronounced short i, long o – Te-mon’). Dr. Timon did back surgery on my daughter some years ago due to a car wreck she suffered through. She really liked him and he was a colleague of Dr. Tsay. In fact, it was my daughter’s recommendation that even led me to All Star Orthopedic in the first place. That’s Dr. Timon and Dr. Tsay, second and third from the left when you land on their home page. They’re different, but I like them both. Of course, you have to keep in mind that I seem to have a man crush on orthopedic surgeons. I’ve now had four of them in my life and they are all the men who have given me scars. Scars intended to heal me and make me better. Mostly, they’ve succeeded.

So now I’m sitting in front of Dr. Timon. Most doctors try a conservative approach first. In my gut I knew that approach wasn’t likely going to work because I’ve suffered this neck stuff for 10 years plus. No matter, I went with Dr. Timon’s advice. We tried all the conservative things, but nothing touched it. Nothing.

Finally, I had the same talk with him that I had had with Dr. Tsay, “Any reason to not fix this now?” He replied, “No, not really. It’s not going to get better on its own.” That’s when I sat down with the person in their office who schedules surgery. Lest you think that orthopedic surgeons are godlike with no need to get help from the little people, you’d be wrong. There’s a gal in the All Star Ortho office, the scheduler, who does a very good job. You know I’m fanatical about customer (in this case, patient) experience. Her name is LaDonna. She’s crazy good. Office staffs can sometimes become surly and who can blame them. Dealing all day with people who likely don’t feel very well must take a heavy toll on people. I wouldn’t want to do it. I’m a pretty good patient, likely the result of years of experience in dealing with the public and lots of people. The last thing I want to do is cause somebody unnecessary grief. BUT…once in awhile you run into a remarkable person like LaDonna. Somebody who extends themselves to be helpful. Somebody who just performs at a higher rate than most. That’s been LaDonna.

LaDonna helps me through the maze of insurance issues and scheduling conveniences. We finally hit on Monday, August 4th at 8:45AM. Done. Book it.

We arrive at the private hospital in Dallas at 6:30AM. By 7:30AM I’m in pre-op watching a person untangle lots of little wires that will monitor my spinal cord. If memory serves well (and it may not given I was in surgery), by 10AM it was over. Dr. Timon told Rhonda it was worse than the MRI showed. “So he wasn’t being a wimp?” asked Rhonda. “Nope,” replied Dr. Timon.

He removed the damage between C5 and C6 and also between C6 and C7. In place of that damage he inserted some cage with bone taken from my left hip. You can Google it and find some pretty disgusting pictures, video and diagrams. I’d rather not look at those right now! Or post them here.

A plate with 6 holes (for 6 screws; 2 each in C5, C6 and C7) is placed across all three vertebrae. That makes sure it’s stable from here on out. Hopefully.

The pain wasn’t really pain. It was mostly discomfort. And it was mostly all across my shoulders. “Typical and to be expected,” said the nurses. But worse than that, a raging soar throat. Again, to be expected said all the nurses.

No pain meds were necessary. I was up walking the hall within an hour. And I walked. And walked. And walked. And walked some more. All whist eating ice. Lots of ice eating. I eat a lot of ice anyway, but I wasn’t even pacing myself after surgery. I was an ice eating machine. It kept my throat feeling better. Nothing helped my shoulder pain. I chalked up the shoulder pain to muscles straining because of the surgery, incision and all the adjustments a body must make during trauma. Not until Dr. Timon’s PA, Michelle entered did I find out the real reason for all the shoulder pain – being cinched down to the  table during surgery so I wouldn’t move. Duh. That made perfect sense and I felt stupid for not thinking that when surgery involves your spinal cord – or proximity to it – you can’t move at all. Michelle, like all the folks I’ve encountered at All Star Ortho, is another remarkable service provider. She came to release me from the hospital. She was also the one who went through the extensive pre-surgery education with me in Dr. Timon’s office some days prior to the surgery.

Today it’s Wednesday. It’s about 8:30Am. My calves are ridiculously sore. Nobody told me, but I can tell it’s from being pinned down to the table. I’m walking like an old man on my heels. Well, I am an old man back on his heels. But Lord willing, I’ll be back on my toes in no time.

I can’t shower for 4 days. I can’t drive for 2 weeks. No aspirin or blood thinning pain killers for 6 months. My next in office visit is August 18th with Dr. Timon. I don’t anticipate any hurdles. I just have to keep fighting the fight. Gotta keep moving and work out the kinks and soreness. Isn’t that what we’ve got to do in life? Keep moving and grinding it out?

Changes I’m Thinking Of Making Around Here

Re-Branding

I’m still working through this. Honestly, I’m not sure what I want to do…except I want the podcast to mirror the work I do. The work I do is pretty diverse. That’s my current dilemma. I do many different things to help executives and businesses excel. It doesn’t all fall under coaching. Nor does it all fall under consulting. It’s almost always a mixture of the two, but sometimes it’s clearly just one or the other. That’s making it hard for me to figure out. Higher Human Performance still is the best depiction of it, but I don’t know if that’s strong enough for marketing purposes.

A weekly podcast. That’s still what I want to produce here. And I’m still pretty stuck on making it a 30 minute (give or take) format. I’d like to release the shows on Tuesdays or Thursdays, but I can’t tell you why really. Well, other than the fact that I find myself downloading mostly on those days. I have no empirical evidence to support Tuesday or Thursday release dates. I should likely do some research. I’m sure Libsyn and others have some data about which days are typically best. I’m open to test it, too.

While I’d love to investigate a partner to banter with, I don’t think I’m going to dive into that murky water. It’s too dangerous. Chemistry is either there or not. And I’ve lived long enough to know rare it is in the real-world to have great chemistry with somebody who gets it, gets you and somebody you get. Insert recording into the process and that can change things, too. I don’t want to risk it. Besides, for over 7 or 8 years I’ve done this stuff all alone so it’d likely be tough to change it now.

As for cover art and logo stuff…well, when you have no show title yet, those things will have to wait. First, I need a great show summary. Something that properly describes the content. Then I need a great title. After that I can worry about cover art.

What I Am Going To Do

I’m going to move Saturday’s Smile and Freeform Friday over to LeaningTowardWisdom.com, my other site and podcast. Those two features just seem more congruent over there. I’m sure people look at those things with bewilderment. And posts just like this one will now appear at LeaningTowardWisdom, not here. For instance, that post about the man who gave me scars would have likely been better at LTW (Leaning Toward Wisdom) than here.

I’m planning to keep things here more professional. The personal stuff will all be over at LTW. I’m not going to remove all the history from BulaNetwork and migrate it to LTW. I’m just drawing a line in the sand today by starting a new habit over at LTW. So starting this Saturday, you’ll have to visit LTW to find Saturday’s Smile. Of course, you can always follow my Pinterest account and see them.

Free Form Friday is a special episode I record on the last Friday of each month. That’s been a feature here at Bula Network, but I’m going to move that to LTW, too.

All those changes are pretty easy to make. Bula Network, LLC is the business name so it makes sense to keep the business stuff here and move the other stuff over to LTW.

So far, that’s it. That’s all I’ve decided. I’d love to hear your thoughts about it. Use that contact page and let me know.

Randy

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