What Happened to the Plan

Why did the plan fail?  This is often a question we hear in business, but it is not happening only in business.  I recently was part of a planned family event.  I mean, a planned event. Everything was thought out, or so we thought.  At the last minute, someone changed the plan without notifying the other members of this team.  This resulted in nine different events to be replanned and rescheduled.  Now, let me say upfront that it was more frustrating than it was a major problem.  When asked why they changed their mind, there was no good reason, and it could have stayed as-is.  When we mentioned the impact of this action, we got a confused look.  As we discovered the full effect, there seemed to be no awareness. Each of the nine events was minor, but a lot of time and energy was expended, correcting the course of events that could have been avoided.  The same thing happens in business.  If this happens a lot, the business process breaks down.

Over the years, I have seen several reasons as to why this happens.  Some people just do not like planning.  Not only dislike planning but can not do it and see no reason for it.  For these people, they would not recognize the nine things that did not happen above, and if told about them, would not see the relevance.  Their view was so focused that they never saw the big picture. That is the “being nice” side of this discussion. Some people just do not care, even if they understood the big picture. They want a specific task to do, and that is it.  This last group is best assigned task to do and are not team players or leaders. 

For the people that do not plan, some will become good team players if they know the details.  If they are told why and what about their assignment. One way to make that information available is to include them in the planning. That is also the “being nice” side of this story. Often, they either do not have the ability to see the big picture without a detailed explanation, or they just don’t care. Back in the ole days, we would call these people high-maintenance employees. It requires more energy and time to include them in the team. It is the responsibility of the leader to provide that information and to determine the benefits to the team.

Often the changes made are individually minor and easy to ignore.  It is the cumulative effect that becomes the problem.  Other than cost, there is an impact on the team.  Team members see this happening and gradually become a reactive only set of resources instead of a high-performance team. The adverse effect of this plan breakdown is poor process efficiency.  I have seen businesses where this is the norm.  They start with a great plan and a well-documented process but gradually bypass steps.  Over time the strategic plan becomes a dust-gathering forgotten document.  The rationale is, we always end up OK.  What they failed to recognize is that it cost more in time and money than it should have.  In a very competitive environment, you cannot afford to accept that deal.  This becomes a challenge for the team leader.

This discussion does not mean that there are never times when a break from the process is warranted. As my father would tell me, stuff happens.  What the team leader must do is recognize when this is becoming the norm. Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

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That Is Not My Job

The “not my job” approach to work is one of the five most common team-busting habits, and based on a study by VitalSmarts, 97% of employees are guilty of exercising that  habit on a regular basis.

That brings to mind a story about four people named Everybody, Somebody, Anybody, and Nobody. I am not sure who originally came up with this story, but I thought it was neat. There was an important job to be done, and Everybody was sure that Somebody would do it.  Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have.

This hit close to home when I noticed that there were coffee cups lined up by the Keurig coffee maker.  I asked what was up, and the response I got was, the Keurig is out of water.  The water pitcher was empty next to the machine, the reservoir was empty, and the little blue light was on saying, please add water.  Since I wanted coffee, I filled both the reservoir and pitcher and made a cup.  As soon as I did that, people started to head to the coffee machine.

I was headed out to the deck with my coffee and thought this was worthy of some thought.  I wondered how many times a worker walked past a printer that needed paper or a coffee pot that needed water.  This behavior seems to go beyond the chance encounter.  I have been busy working on a project when a co-worker would ask, can you get me a pencil, paper clip, or whatever.  To do that, I have to stop what I am doing and get a pencil.  I have talked to several staff members that have seen this and done it themselves.  The most common opinion is that my job is not as important as their job.

At least two things are going on here.  The first is, no planning.  There is often no awareness that they need a pencil, or they just assume that there will always be a pencil available.  I have seen staff take supplies from a desk instead of walking to the supply cabinet.  Next, there is this importance thing.  You may feel that your job is important, and you may also have no concept of what other team members are working on. Either way, you feel that the job you are doing is at the top of the list.

Over time I have come to believe that it is a lack of knowledge about what is needed. Many times, it is due to a lack of experience.  Sometimes it is ego-driven, and it is not so easy to solve that problem.  Not everybody is a team player.  I also found that often people looked good on paper and were very skilled, but just had no street smarts. There is a place for these types, but not as a member of most teams.  I was taught to move them out and focus on team dynamics.

If the problem is a lack of experience, you can address that within the team.  If you see or hear about a “not my job” attitude, weed it out.  You do not want a poor attitude to spread, and second, it is a violation of the core values established for the team and the business.

I need a break, so I am getting some water for the coffee machine as soon as I put some paper in the printer.  Next week we can talk about enabling and delegation. Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

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Plan ahead

Have you ever had a conversation start with the comment: Don’t make it so complicated?  It has been my experience that you didn’t make it complicated; it already was.  It can be on any subject from cashing a check to going on vacation.  The problem is usually related to all the behind the scenes work that has to happen first.  Most of the time, you have some warning time to react, and everything gets done.  Nobody knows what was done or cares.  Here is an example of an unplanned event with little or no reaction time.  It is Sunday afternoon on a holiday weekend, and someone says, let’s jump in the car and drive to the coast.  I say, OK, give me about half an hour and I will be ready.  The response back is why.  Well I say, I need to get some gas, the car needs service, and I need to transfer some money.  Then it happens, why do you make it so complicated.  Well, first of all, none of those items were complicated, and all were already in existence, so the best course of action is to just resolve the issues.

Now, you can always say that it was bad planning.  Probably true, but there was never a plan to go on a trip, and all three concerns could be resolved quickly.  So there are planning concerns on both sides here, but the problem seems to be caused by not knowing what has to be done.  One family member never thought about having fuel in the car, having the tires checked, or getting cash out of the ATM.  The other family member never thought about going on a trip on a short notice on a holiday weekend.  This is a simple example but not unlike what can happen at work any time.  You never know what will happen, and we seldom plan for every contingency.  Right now, I have a workstation down that contains an important data application.  It is Sunday, and my action plan is to repair it Monday when the IT department is open.  So what happens if I need the data today.  Now we are in the should have, could have discussion or it is the why do you make it so complicated.

The more experience you have with something, the more you will be prepared for unplanned events.  It is because you or someone you know has already had that event.  When you are looking to hire a new staff member, look for experience as much as you look for skills. You want someone that has been there before and has the ability to address unplanned events.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

For more information on creating a strategic plan that works, contact cheryl@catalystgroupinc.com.

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Try an Online Meeting

For the majority of remote teams, communication is the key to success. Each member of the team must know what the others are working on. This is something that can be easily lost when the entire team is working remotely. Remote teams simply cannot function with inadequate communication between its members. Short daily meetings over Skype or Zoom is a great way to do this. The truth is, it doesn’t matter which remote tool you decide to use; just as long as your team has a good line of communication, your remote workers won’t feel isolated from one another. The key is that all members of the team have access to it and can use it. 

Zoom sets up easily, and team members seem to adapt quickly. There are a few things to keep in mind with any of these tools.  You need a web camera and a microphone, which is standard on most laptops but need to be added to workstations.  Next, remember that you have an active camera and microphone once the meeting starts. Some security considerations must be thought through because you are extending a business discussion into a home or location outside of your control.

The lack of company culture can plague any remote team. Sure, it’s easier for the boss to pop in to chat with a team that works in the same office, but this doesn’t mean that you can’t do the same with a remote team. Set up a daily Zoom meeting that is more like a coffee break than a formal meeting. Other tools allow you to chat, exchange messages or E-mail, or just talk. You don’t need to get fancy, just be available. Here are a few ideas to create highly motivated and productive teams:

  • Prioritize regular check-ins so team members feel you are paying attention to them.
  • Instead of the phone, use Zoom; activate your camera during the call and encourage others to as well, so your team does not lose their sense of community.
  • Virtual meetings may not create the same interpersonal connection of a face to face meeting. That doesn’t mean they can’t be fun. Who wouldn’t appreciate the chance to take their mind off of current events? Try to laugh before jumping into business, advice from ProHabits.com/thrive.

I have found that one of the key ingredients to work culture is regular events and a schedule.  We all start in the morning with our daily meetings and have a coffee break after lunch.  You can do the same with a remote meeting.

Again, it isn’t rocket science. Case managers and Firm Administrators should be working hard to ensure that each member of their team has a clear idea of their expected working hours, all deadlines, what it is that the team is working towards, and even the policy on taking sick days. Establish a routine and have team members check in often. Not keeping track of what’s being done, who is doing what, and who isn’t doing what they are supposed to, is something that can destroy any team.

You should be aware of how much work your remote team is getting done, and at what rate? Luckily, there is a simple way to make sure you don’t end up in this situation, and it’s also an easy fix if you do find yourself in it: monitor and evaluate your remote employees using the same KPIs you would when dealing with in-house workers.  There is an assumption that you have agreed to performance metrics.  Most law firms use a case management system to track cases and can use that same tool to keep track of work done.  The remote teams we have set up, keep track of everything they do in case notes, task checklist, and case milestones.  A few reports that are run each day or week will develop a trend which will show who the top workers are.

The amount of work being done can be too much or not enough.  Most managers are focused on getting the work done and who did the most, but you can also find a team member that does too much.  That is the person that is always online and working. They tend to burn out over time and, in some cases, can destroy the morale of the team.  Back to culture, set some expectations.  Those expectations should include breaks, family time, and time off. Everyone likes to know the rules of the game, and they all want an even playing field. It is OK to have a special project, but the norm should be the same as it would be in the office.  Tell everyone what the rules and expectations are and establish a routine.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

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Let’s Relax

Have you ever thought about meditation or been told to relax?  I went through both, and it took some discipline for me to start. Here is what I finally worked out after some coaching.  I go out on the deck in the morning, weather permitting, and watch the sunrise.  Take a moment and allow your heart to open, to become receptive. The bottom line, relax and find a comfortable chair where it is quiet.  I like to sit on my deck in the early morning with my coffee and our Sheltie. Now, look into three of your senses and name three things that you notice. In other words, name three things you’re seeing, smelling, tasting, feeling, or hearing. I usually select smell, feel, and hear. My taster is busy with my coffee and perhaps an English muffin. You select the three you like.

I do my three things for hearing, feeling, and smell.   I hear the wind in the trees, morning traffic, a bird chirping.  I feel the wind on my face, the cold chair on my bottom, and the deck on my feet.  I smell bacon cooking, coffee brewing, and the garden. At this point, I can do it again with more detail.  The wind feels cold, or the deck feels rough. The purpose of this exercise is to distract your mind from whatever is causing you to be anxious.

It does not take long to clear my mind from today’s worries.  After my three questions, I don’t give myself much time to get back into the worrying; instead, I announce that I am here and listen.  This was the hardest part for me because I was just too logical.  Who was I talking to? After a lot of thought and trials, I decided it didn’t really matter, just open my mind and listen.  Perhaps it was my mind talking or some supernatural source, who cares. Once I got to this point, the next hurdle was my desire to interpret everything.  Again, who cares.  Instead, just listen.  After a while, I started to ask questions. Ask yourself this question, allowing the answer to come naturally: What do I need? Expect the answer to be something like the need to be connected, loved, peaceful, or free.  If this stirred up any anxiety, I go back to my calming questions: what did I smell, feel, or hear?   Then I listen for the answer to my question.

Most of us have difficulty focusing our attention. I believe that we can’t focus on multiple things at once. So, when I’m thinking about an email response, it is difficult for me to listen, especially when what I hear is annoying or nonsensical babble. There I go with the judgments. I had to set a clear intention to be a better listener. I would catch myself getting lost in thoughts while I should be listening. Listening means to stop making judgments and forming responses before the message is completed. It takes some practice.

Now consider a second question: What do I need to hear from others? Words that we would like to hear are often what we would like to have in our life.  Get ready to listen again. In other words, be patient and don’t judge. If you heard that you need kindness, to belong, or more peace in your life, maybe the next thought will be: May I begin to be kind to myself. Don’t be surprised if you hear about the needs of others. The purpose of the questions is just to get the conversation going. 

I spent a long time fighting this idea of relaxing because I wanted to be in control.  Many months went by before I decided to get over it and just listen.  In my logical world, I decided that spending a few minutes could not hurt.  What I discovered was kind of amazing.  I am not going to claim any miracles, but I will stand by my amazing comment.  I solved problems I had been working on for a long time.  I decided to call people that immediately said I was just thinking of you.  I offered help to people that later said they had been worried about something for a long time.  After my first year, I concluded that we are more connected than we want to admit and that we have more abilities than we use.  Even if nothing amazing happens, I feel more relaxed.  The whole exercise takes 30 minutes, and I get some needed fresh air, and our Sheltie gets a piece of my muffin.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

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The KPI Question

I recently discussed KPIs (Key Performance Indicators), where I was asked why I needed to see the vision and the mission statements for the law firm.  The answer I provided was; the key performance indicators are based on the goals of the business, which are defined by the vision and the mission found in the strategic plan.  That got a blank stare, so I tried the more official-sounding explanation. A Key Performance Indicator is a measurable value that demonstrates how effectively the firm is achieving key business objectives. That didn’t exactly go over any better, and I was asked, what is an indicator? Before I drown in this analysis, let’s use the KISS principle.  When I use the term KPI, I think of measurements of performance.  Let me also say I have seen where every single measure is called a KPI. That makes no sense to me as not all indicators or measurements are key – some must be more important than others.

Let’s start at the beginning.  The vision statement defines what success looks like. It should contain all the key elements you want to be successful.  You could start with a simple statement saying the firm is a successful law practice.   What does that mean?  So you change it a little to be, the firm is a profitable personal injury law firm that is known for great client service.  

Now you just defined two potential measurements; being profitable and having great client service.  OK, so far.  If you decide these are key to your business, you just defined two KPIs. Now you develop a mission statement to realize the vision.  The mission could be to provide personal injury legal services.  Not very exciting, so you work on it some.  The mission is to provide legal services for personal injury clients in North and South Carolina.  You quickly find out that a lot of law firms do that, so you try and differentiate your firm.  The mission becomes; we provide timely and compassionate personal injury legal services with the best settlements in the Carolinas.  You have just defined several more potential KPIs. All of this was done before we completed the strategic plan or decided on any processes.

You complete the strategic plan and define some tools, processes, and procedures to meet your goals.  Each of those will have a few KPIs. The point of this discussion is, you will develop a unique set of KPIs based on your strategic plan. Using KPIs is a good way to look at the success of a business.  There is also a balanced scorecard approach. The balanced scorecard asks that you translate the mission statement into specific measures that reflect success. The balanced scorecard looks at the firm from four perspectives – financial, client, internal, and growth.  Within the strategic plan, you would develop measurements relative to each of these perspectives — potentially more KPIs.

One last observation, we all have a different idea of what the measurement focus should be. You can probably guess that I look at the strategic plan as the starting point to define the business.  Someone else may be focused on marketing and another on job performance. I have even seen a focus on process effectiveness.  All of these ideas are correct as far as they go, which makes my recommendation to consider all of them.  I would say that too many measurements may result in analysis paralysis.  I would aim for no more than 5 to 10 Key performance indicators.  The rest of your list of measurements are metrics to be used for early warning of problems, performance evaluations, process effectiveness, or prediction of outcomes.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

For more information on creating a strategic plan that works, contact cheryl@catalystgroupinc.com

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What is the story on KPIs

I recently had a discussion about KPIs (Key Performance Indicators), where I was asked why I needed to see the vision and the mission statements for the law firm.  The answer I provided was; the key performance indicators are based on the goals of the business, which are defined by the vision and the mission found in the strategic plan.  That got a blank stare, so I tried the more official-sounding explanation. A Key Performance Indicator is a measurable value that demonstrates how effectively the firm is achieving key business objectives. That didn’t exactly go over any better, and I was asked, what is an indicator? Before I drown in this analysis, let’s use the KISS principle.  When I use the term KPI, I think of measurements of performance.  Let me also say I have seen where every single measure is called a KPI. That makes no sense to me as not all indicators or measurements are key – some must be more important than others.

Let’s start at the beginning.  The vision statement defines what success looks like. It should contain all the key elements you want to be successful.  You could start with a simple statement saying the firm is a successful law practice.   What does that mean?  So you change it a little to be, the firm is a profitable personal injury law firm that is known for great client service.  

Now you just defined two potential measurements; being profitable and having great client service.  OK, so far.  If you decide these are key to your business, you just defined two KPIs. Now you develop a mission statement to realize the vision.  The mission could be to provide personal injury legal services.  Not very exciting, so you work on it some.  The mission is to provide legal services for personal injury clients in North and South Carolina.  You quickly find out that a lot of law firms do that, so you try and differentiate your firm.  The mission becomes; we provide timely and compassionate personal injury legal services with the best settlements in the Carolinas.  You have just defined several more potential KPIs. All of this was done before we completed the strategic plan or decided on any processes.

You complete the strategic plan and define some tools, processes, and procedures to meet your goals.  Each of those will have a few KPIs. The point of this discussion is, you will develop a unique set of KPIs based on your strategic plan. Using KPIs is a good way to look at the success of a business.  There is also a balanced scorecard approach. The balanced scorecard asks that you translate the mission statement into specific measures that reflect success. The balanced scorecard looks at the firm from four perspectives – financial, client, internal, and growth.  Within the strategic plan, you would develop measurements relative to each of these perspectives — potentially more KPIs.

One last observation, we all have a different idea of what the measurement focus should be. You can probably guess that I look at the strategic plan as the starting point to define the business.  Someone else may be focused on marketing and another on job performance. I have even seen a focus on process effectiveness.  All of these ideas are correct as far as they go, which makes my recommendation to consider all of them.  I would say that too many measurements may result in analysis paralysis.  I would aim for no more than 5 to 10 Key performance indicators.  The rest of your list of measurements are metrics to be used for early warning of problems, performance evaluations, process effectiveness, or prediction of outcomes.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

For more information on creating a strategic plan that works, contact cheryl@catalystgroupinc.com

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What is in a Title

I was recently asked what the difference between a manager, administrator, and coordinator is.  I have seen these roles change and get redefined over the twenty years we have been working with law firms.  The office manager is focused on resources like skills, money, and facilities.  A firm administrator would be focused on systems (processes, procedures, and tools). The office coordinator would be focused on a task like front desk, scheduling, or supplies. These are general definitions we have developed over the years, and often, these roles are merged. Recently we have noticed a reluctance to assign one person to each of these roles.  There is a fear that this would give too much control to one person.  Often this is a trust issue with the owner.  When this happens, we see the task that each role is assigned is farmed out with some being assigned outside of the firm.

The most common title we see in firms these days is the Firm Administrator.  Often, when we see that role, we see the task of oversight assigned to another staff member or an outside vendor. The way I look at it, it is like doing a reconcile on your checkbook; Assign that to someone other than the person doing the checkbook entries.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

For more information on creating a strategic plan that works, contact cheryl@catalystgroupinc.com

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Let’s Compromise

compromise is a way of settling differences by making concessions. If you want to stay out until 10 and your friend wants to stay out until midnight, 11 is a good compromise. Compromise comes from the Latin compromissum, which means “mutual promise.”  It is the concept of a promise that gets people in trouble.

To start this off, you shouldn’t be compromising your self-esteem. You should never, ever be with someone who makes you feel bad about yourself in any way.  Although all relationships indeed require some compromise, the best and healthiest relationships should also allow a lot of room to let you be yourself. In business, you should not compromise your values and think real hard about compromising your strategic plan. Those two guidelines are my boundaries when I am about to compromise.

There are times when you find yourself in an almost endless string of compromises.  I find that this is a common tactic used in the compromise game. This happens over time, and sometimes it is so subtle that you get surprised when you discover that you just lost something.

The best way I know of to explain this is to use an example.  The danger is that someone will claim that I am talking about them because the example matches something in the past.  To overcome that problem, substitute anything you like in my example. If you don’t like an example about tools, use time off, the next vacation, or some work task. Here is my example; You have a piece of equipment, and you are asked to loan it out.  You say this will never happen because this is special to you.  Then the compromise comes in, but just this once they say and you are not using it anyway.  Eventually you give in.  Then the equipment is asked for again, and you say we agreed only once.  They say, but the project has been started, he or she needs the equipment to complete, and you are not using it anyway.  So much for promise one. So, you agree and say this is the last time.  Then you come in, and the equipment is missing, and you search.  You ask the person that was loaning it out, and they say what is your problem, you are not using it, and he or she needs it.  So much for promise two.

This is where it gets messy. You can be told how much they need the equipment, or you can be shamed into giving in. Sometimes the circumstances change, and a new compromise makes sense, but often nothing has changed, and the focus is on some character flaw. The latter is the most hurtful. You give in, and eventually, the equipment never comes back. This is what the person asking wanted in the first place. 

Now you are sitting on the back deck, drinking coffee, wondering what just happened.  My answer is, they wore me down. At some point, I just gave up.  I was thinking about buying another piece of equipment but finally said, why bother.  Over time you start to shut down.  My thought for the day, be wary about how much of yourself you give away.  

Not everyone you meet will have the same values as you do.  This story is not about a piece of equipment.  It is about values, respect, and relationships.  If this happens often, you lose trust in that person.  If trust is lost, the relationship suffers.

Did you find some neat ideas in this blog? What are the exciting ideas you came up with, and how are you implementing them? Let me know by contacting me at dwfavor@catalystgroupinc.com.

For more information on creating a strategic plan that works, contact cheryl@catalystgroupinc.com

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Just Give it Up

Can I be honest here?

Today was not one of my better days.  I started by dropping a bowl of tuna casserole resulting in glass and casserole all over. Next, I backed the car into the garage door resulting in $1200 of damage to the car. It is easy to say the damage is done now get over it if it is someone else; however, I kept these events alive and active for hours.  The next day I was still attacking myself for these events.  As I was driving to the body shop to get the estimate on the damage, I kept reminding myself that dwelling on this was wasted time.  Not only was I keeping it alive and active, I was expanding it.  By lunch time on the second day, I had worked up a great story.  There was clearly a problem with the car that caused the mishap.  I was upset, but that was not my fault either.  My being upset was caused by the people around me not acknowledging the pain I was in. 

I was headed for a great pity party.  Somehow, I slowed down enough to realize that I was alone at this party.  I had caused the events, I had embellished the events, I kept them alive, and I had this feeling that I could end this party.  This reminded me of a management class I had taken many years ago called “The Care and Feeding of Monkeys.”  The class had nothing to do with monkeys, and I think it was based on an article in the Harvard Business Review back in 1974.  That course was all about delegating and management style but had some similarities to what I was feeling now.  In this case, I am creating the monkey and feeding it.  I needed to get back to my party, but the spell had been broken.  Party was over.

I had wasted almost two days feeling bad.  All that self-mastery training tossed aside.  Why do we keep doing this? I suppose there are a few out there that love to beat themselves up and really enjoy the pity party, but I always felt that I was not in that group.  In my earlier blogs, I stated that this was the year I was going to be more positive and find joy.  It just seemed to be so difficult to accept that it happened, and it is over. It was easy to tell people that I was over it but not so easy internally to believe that.  I was still trying to prove that it was not my fault, or that I had no choice.  The truth is, I was rushing when I took the food out of the microwave and I was not paying attention when I backed the car out.

The moment of truth came when I arrived at the body shop.  The first question was, how did this happen?  Well, it could be vandals, or a defective tailgate, or bad lighting.  As these thoughts swirled in my head, I caught myself saying it was me. Nothing fancy, I just backed into the door.  I felt relieved as that monkey jumped off my back.  The body shop manager thought that was the best story he had heard. 

I have no idea what the circumstances will be for your traumatic event, or if you ever have had one.  But if you do, I know how you can save yourself some time…quit feeding the monkey!

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