Ignite the Promise

It's Cloudy with a Chance of Disaster!

Our firm is studying the feasibility to utilize Internet-based services to help manage our projects, finances, and business.  The cloud, as this Internet-based virtual infrastructure is called, has been shown to be cost-effective and highly efficient in managing organizational needs offsite.  Cloud services can be used and accessed anywhere in the world as long as there is an Internet connection. 

Since we serve the federal government sector, reading about how they view the cloud is important. The FEDTECHmagazine.com Winter 2011 issue is devoted to a discussion around the cloud.  The series of articles make clear that more and more federal agencies are using the cloud to save money and increase efficiencies.  They note a January 2011 report that 64% of government IT managers believe that cloud computing will reduce expenses and improve telecommuting and mobility of workers.  “It is about being more efficient and effective.  It is also about controlling resources and being sure resources are being applied to the right tasks at the right time.” 

The breadth of functions for cloud services continues to expand.  Here is what I have found the cloud can provide:  1) email:  the cloud optimizes email flow; 2) storage:  the available ‘unlimited’ storage space eliminates concerns about file space on organizational servers; 3) document transfer:  the ability to move large files eliminates bottle necks and delays in moving files.  This optimizes access by users when working on large documents and files; 4) infrastructure:  the use of virtual servers consolidates data; eliminates physical space for repurposing; offers option to cooperate with other organizations in use of server space; and 5) business tools: the cloud provides access to more tools, e.g., virtualized software applications available as needed.

There are clear benefits in moving to the cloud and they include 1) savings on server upgrades and software costs, 2)reduced downtime, 3) accommodation during traffic spikes, 4) energy saving, 5) enhanced telecommunications, 6) increased job satisfaction, and 7) enhanced employee recruitment and retention.

The challenges in moving to the cloud fit in three categories: Technology support; People issues; and Risks.  Anytime there is change, there is fear among the employees, along with the feeling of a loss of power and control.  There can also be resistance to the change. Cybersecurity and the loss of data is a concern that feeds into the fear of change.  It is clear that each effort to move to the cloud must be accompanied with full disclosure and transparent communications to help offset expected concerns. 

Finally, for all cloud users, the fundamental needs are that the system is 1) secure, 2) interoperable, and 3) reliable.

Technology is changing so quickly in so many levels that it becomes more a blur.  It may be a little like the earth rotating around the sun at 67,000 miles per hour, yet we don’t really perceive it.  Making technical changes is fraught with challenges, the least of which is not only to have a solid business case for it, but also the need to demonstrate a return on investment.  Is it worth the effort?   That's our question.

It has been said that cloud computing practices and infrastructure are disruptive to traditional hierarchical organizations, often changing them in unanticipated ways.  As a small business, we are still deciding where we can use the cloud cost-effectively and most efficiently.  You might say it's still 'cloudy' in our minds.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Just Thinking moves Robotic Arm!

Each day there are more stories about our amazing bodies with insight about how we act and perceive the world around us.  The Washington Post front page of Thursday, May 17, 2012, tells the story of a paralyzed women using her thoughts to move a robotic arm to pick up a drink.  This brain-controlled prosthesis was connected to a small computer chip embedded in the brain at the motor cortex.  The chip responded to the thoughts of the paralyzed patient to move the arm.  This demonstration that our thinking can control an electronic device fits with the emerging knowledge that our thoughts are no less important than our other senses in responding to and acting in our environment.   

The idea the brain can transmit electrical signals to produce directional action is consistent with the fact that we also have an energy field around us.  Together with our five senses (feel, taste, hear, see, and smell) we should add thought to this list of senses with which we engage the environment.  Importantly, the ability of the brain to transmit the proper signal to move the arm also suggests specificity in the electrical signals that our brains can emit.  I don't know about you, I see this as amazing and astounding!

PS:  While we are now exploring the power of electrical signals from thought, the electric eel in the animal kingdom is an example illustrating engagement of its environment exclusively through electricity. These freshwater predators (more carp or catfish than eel) can generate a burst of over 500 volts when threatened or attacking prey -- five times the power of a standard wall socket.  Like an electric car, the eel stores energy in a series of cells within its body that occupy four-fifths of its body. They also emit a low-level charge to navigate and locate prey.

Science is beginning to validate that we are what we think.  Or as quoted in the Bible from the Book of Proverbs chapter 23 verse 7, “As a man thinketh in his heart, so is he.”

The research that led to the brain-controlled prosthetic arm was funded by the National Institutes of Health and the Department of Veterans Affairs.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

 

Charisma

This year, 2012, is a presidential election year.  We will select candidates because of their policies and potential to make positive progress in leading the nation.  While we may not think it, we also select candidates because of their likeability, their charisma.

I always wondered, but never researched, what defines a charismatic person.  Now I know.  On page 16 in the April 15, 2012 copy of Parade Magazine, I found what charisma is!  I am paraphrasing the information.

The article says there are just three components that define charisma. 

First is presence that is represented by a person who is not distracted when you meet them.  You will feel you are the only person they are seeing.  Bill Clinton, George Clooney, and Ellen DeGeneres are persons mentioned with charisma.

Second is power in that the charismatic person broadcasts confidence.

Third is warmth in the ability to express goodwill and empathy.

The article goes on to point out that we can develop these qualities.  Steve Jobs was cited as an example of a person who became more charismatic as he gained confidence, poise, and warmth over the years. 

Here are two other suggestions to boost one's charisma : 1) keep a relatively still body language with no fidgeting or excessive nodding; and 2) wait a few seconds before answering questions to show your consideration of the question.  The pause suggests to the questioner their question was worthy since you needed to gather your thoughts.  Thus it's not just how you present yourself, but also how you make the other person feel.

Now you can go practice being more charismatic!

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Beliefs of Extraordinary Bosses

In the 23 April 2012 issue of Inc. online (www.inc.com), Geoffrey James of Sales Source wrote about the 8 Core Beliefs of Extraordinary Bosses.  Here is our translation of those beliefs.

BELIEF	DESCRIPTION
1	Business is an ecosystem, not a battlefield.
	Our Translation:  All business is made up of systems that interact and ultimately link together to form the business economy.  Thus all parties are related stakeholders in this effort – friends, acquaintances, and competitors.  We believe in competition and sometimes we team with our competitors to win against other competitors.
2	A company is a community, not a machine.
	Our Translation: We have adopted one client’s approach that all participants in a common enterprise are ‘family.’  This mindset minimizes the ‘they’ versus ‘us’ culture to one of ‘we’ regardless of the source of each of our paychecks.
3	Management is service, not control.
	Our Translation:  Micromanagement causes the ‘death’ of creativity, innovation, and individual initiative!  We provide whatever resources possible and then expect the staff to do what they can to get their work done (with minimal guidance) -- their way, not mine!
4	My employees are my peers, not my children.
	Our Translation:  Treat people as self-sufficient adults and they will treat you the same.  Empowering people is the best approach, i.e., provide them what they need to succeed and then let them do their work.  Sometimes this means providing training.  “You cannot do it if you have never learned how!”
5	Motivation comes from vision, not from fear.
	Our Translation: The Bible says, “Without vision, the people perish” (KJV: Prov 29:18).  There is no doubt in our minds that without an articulated vision, an organization meanders toward multiple goals.  This is not efficient and leaves people uncertain where to exert their best efforts.  A clear focus optimizes the use of resources and each success provides real satisfaction for the people.
6	Change equals growth, not pain.
	Our Translation:  Change is the new norm.  As specialists in managing change, we constantly face change when working with our clients.  We attempt to see the positives in every situation that repositions our thoughts, our approaches, even our business.  Accepted as a means of renewal, change is energizing!
7	Technology offers empowerment, not automation.
	Our Translation:  Without technology, we would be out of business!  As a firm with distributed personnel (U.S. and Europe), we not only embrace technologies, we are fully dependent upon them.  Telework is a reality with us.
8	Work should be fun, not mere toil.
	Our Translation: This is a more difficult concept to achieve if one signed on to work merely to work and not because they believed in the mission of the work.  While I fully enjoy what I do to see a business grow, it may not be the case with others.  Unless the work is rewarding and satisfying, the work will not be fun.  Thus, staff needs to have a passion around the work or else it’s just mere toil.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

 

PRiMO

A surprising thing happened recently.  I attended a conference in Waikiki, Hawaii and thought I had walked into a 'love fest.'  Not certain how best to describe it, but it was not your traditional conference.  It was very different. 

With time away from that conference, it dawns on me how different the conference was.  This was a conference of the Pacific Risk Management 'Ohana (PRiMO) partnership.  ['Ohana' is the Hawaiian word for family.] The attendees included individuals from local, state, and federal organizations (at least eight U.S. federal agencies), universities, the private sector, and nonprofit organizations.  Coordination was through the National Oceanic and Atmospheric Administration (NOAA) and led by officials from NOAA. 

Here's my point.  I was surprised that a very right brain side was exhibited rather than the standard left brain conference.  There was a very strong spiritual and cultural component inserted into and throughout the conference.  It gave 'permission' to presenters to speak to the softer side of life -- caring and compassion, even as statistics and technical information was being presented.  Very different than what I have experienced in my 30 years of attending meetings!

What does PRiMO do? 1) enhance communications, coordination, and collaboration among coastal management groups, 2) build and sustain hazard-resilient communities, 3) strengthen regional capacity in risk management, 4) develop partnerships and leverage resources and investments of agencies and organizations, and 5) integrate traditional knowledge and practices.

It was a breath of fresh air that government supported meetings could be presented this way.  I wonder if this model could be used elsewhere on the mainland?  Does it improve the receptiveness of participants to the information?  My guess is that were we to try, we would learn something from this approach.  Curious?  Go to www.primohui.org.  [Hui means 'team' in Hawaiian.]

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Keep Winning, Reinvent the Organization!

When the economy is down, unemployment is high, and business is weak, companies falter, and some fail.  The best companies weather these down turns better because they have a mindset to succeed.  They have a culture of creativity and innovation.  They continuously reinvent themselves!

In a recent issue of Washington SmartCEO (April 2012), the idea of 'don't turnaround' was presented that notes that less than 10% of companies that face major growth issues fully recover (i.e., don't turnaround).  Trying to turnaround a failing business is extremely difficult. It's tough on the leadership, the employees, the suppliers, and the customers.  Importantly, once one's image of a successful enterprise is damaged, it is hard to repair.  "Can I trust that this company will still be here when I need them?"  'Don't turnaround' suggests that it is best not to get into a position where growth stalls. 

In a small way, I know the pain of a turnaround.  I was once the executive of a small nonprofit association.  When I took office, the association was not financially sound, but we were not fully aware of it.  The problem was that the way membership fees were collected made it very difficult to know precisely how much money was available.  Instead of an annual date for membership renewals, renewals were set based on when the member joined.  Hence there could be 365 different dates when someone's membership was to be renewed!  With this practice, budgeting on a calendar each year was, at best, a guess.  Well, you might surmise that we could run out of the budgeted funds before the end of each year.  In the first year I took office, we used up the year's budget within 6 months into the year!  We then needed to borrow 'next year's' funds to continue running the office and the association for 6 months.  At this juncture, we were $200,000 in the red and our association management firm stepped in and told us we needed to tell them how we were going to raise 50% of that in 30 days!  Long story short, with a turnaround specialist 'on my hip' we completed the turnaround and in two years, we no longer had debt.  In the midst of the crisis, there was fear (of failure), anger (of members), and embarrassment (from others looking in). What did I learn?  It is definitely better to 'don't turnaround!' 

How does one avoid the need for a turnaround?  One way is for a company to 'reinvent' itself even before there is a need to take drastic recovery actions.  In most organizations, there are a set of products or services that produce most of the revenues.  In order to stay successful and competitive, it is important to 'reinvent' the products and services from time to time to avoid decreasing revenues due to competition or reduced interest of current customers.  The creative maintenance wheel is a framing of this effort.  The first step is to 'retreat' to reassess and rethink the products.  An actual offsite creative work session is ideal.  Beyond the retreat, one 'rethinks' the product and its new attributes to align with anticipated acceptance by customers and, finally, 'refresh' the product line.  I have always liked what Microsoft did with its DOS operating system.  When DOS was still the 'cash cow' for Microsoft, they came out with Windows.  Thus rather than see the expected dip in revenues in the normal life-cycle of a product (as DOS users decreased), there was very little dip in revenues as the Windows operating system ramped up in sales.  If an organization regularly uses a creative maintenance wheel approach -- retreat, rethink and refresh their products and services, their chances of having a strong positive revenue trajectory is enhanced.  Hmmm, is this what Apple Computers is doing?

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Cascading Enterprise Strategy

Every once in a while, you see another approach to strategic planning.  There is not much new under the sun here, just different emphases and branded terms that represent a nuance created by the authors.  I equate strategic planning approaches to seeing the many churches across the landscape.  Just as there is a church for everyone, there is a planning process for everyone!

So, here is another that I used five years ago.  It's not new, but may be of interest if you want to borrow some ideas.  It's about how strategic planning should move up and then down the organizational hierarchy to be optimally effective. 

Truisms.  The plan is not a document but a guide.  As a guide, it is not perfect and is modified as circumstances dictate.  Planning is not a task but should be part of an organization's culture.  Everyone needs to be involved because the strategic plan is designed to help plan one's corporate future.  Strategic thinking and exploration should precede any planning because searching possibilities helps to think outside of the box.  If we are not growing as a business, we are dying.  Finally if we fail to plan, we plan to fail.

Strategic planning should not be a solution for remediation, it should be a guide to new business plateaus.  It should draw the organization into the future.  Consider the following players in an enterprise -- executives, directors, managers, and staff.  In a cascading enterprise strategy approach, planning moves up and down the components, like a cascade. 1) Thinking should be focused from the bottom (staff) up; 2) Planning should move from top (executives) to bottom and from bottom to top; and 3) Implementing should be driven from top to bottom.  With this approach all stakeholders have some role in the process and this instills a higher sense of ownership and greater expectations that the plans will be implemented well.

This cascading approach also addresses the importance to link thinking and exploring with planning.  The strategic thinking step involves understanding the purpose for the organization and its direction.  The thinking and exploration in this step helps generate ideal options for the plan.  This step encourages free imagination without criticism and allows exploration of 'crazy' ideas.  We have found this step very energizing for participants.  This right-brain creative step is followed by a left-brain strategic planning step.  Thus when a SWOT analysis is carried out within the planning process, there will be some useful (and even exciting) opportunities that can be considered.

The left-brain planning step also includes exploration of opportunities from the ideas generated in the creative thinking step.  In contrast to the creative thinking step, the ideas must now be realistic and actionable to insert into a plan that moves the organization's efforts forward.  This is a reality check on what can or cannot be done.  Notice that if the strategic thinking and exploration is not done, then the strategic plan will most likely miss out on some great opportunities because the reality constraints of the actual plan would too quickly discount those ideas. 

In order to tie the planning back to the traditional Vision, Mission, Goals, Objectives and Tasks framework, the cascade of activity responsibilities move from executives (vision, mission) to directors (mission, goals) to managers (goals, objectives) and then to staff (objectives, tasks).  As a final step, one can add a balanced scorecard to each level to present a cascading scorecard model.  However it is done, the idea is to engage people at all levels to develop the strategy and to measure the progress so each success can be celebrated.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Non-Invasive Healing

There is a pattern here as I continue to revert to 'roots' -- my early work history as a medical research scientist (cellular immunologist, biochemist).  Coupled with the aches and pains that come with growing older, there is focused interest on my part to find different ways to heal my body, mind, and spirit.  Currently I am focusing on non-drug and non-invasive means of therapy and healing. 

As it turns out, much of the non-invasive therapies have as their bases our individual energy fields, the field of quantum medicine.  In a sense, this gets me back to traditional medicines that include acupuncture and other holistic means to maintain and regain health, all the different therapies that I did not previously 'accept' as real (medicine).  Yes, I have changed my mind about alternative and adjunctive therapies as I have learned more about their scientific bases.   

Here is another noninvasive treatment.  It uses the placement of our hands on our body to help alleviate a myriad of ailments.  The method is from ancient times and the Japanese and is called, Jin Shin Jyutsu(R), energy healing, first popularized in the United States by Mary Ino Burmeister.  There are two books we are using: The Touch of Healing by Alice Burmeister with Tom Monte (Bantam Book, 1997) and Instant Healing by Barbara Semple (www.healingtouchquicksteps.com, 2009).

We have begun trying the healing touch method on different conditions, including sprained wrist, bunions, stress, kidney function, stuffy nose, general fatigue, planter fasciitis to give you some breadth of the ailments it treats.  Too early to tell you everthing works, although we have seen some work.

Here is my logic as to why I expect healing touch works: 1) Since my body operates without my conscious effort (except to feed it), I expect my subconscious (body) to be in dynamic equilibrium -- balancing all parts (chemical, electrical, physiological, mental aspects); 2) Since my body is in equilibrium and has control over all parts of my body, I expect that my body is aware when I place my hands on different parts of my body; 3) Since my body is composed of cells that have electrically charged cell surfaces, I expect that if I touch any part of my body, the charges on my hands will interact with the charges on my body surface in some way; and 4) Since my body reacts to my thoughts (happy or sad) and can secrete electrochemicals  (neurochemicals) in response, I expect that the success or failure of touch therapy is affected by my positive or negative thoughts about its success.  Three of the above four reasons for success are not in my full control.  However, I have full power to affect the results by my attitude as I think!

Here is a simple hand position to try.  Clasps your hands together.  Then raise the middle finger on each hand and point them out while touching them together.  It looks like forming a steeple on a church. That's it.  Hold this for 5 minutes when you can.  This hand position is used for releasing daily tension and stress from the head, lungs, digestive functions, abdomen, and legs.  I try to use this each night as I lay in bed to sleep.  It's a position that you can fall asleep on and not be in trouble.  When I do this in bed, I really don't bother how long I am holding the position.  When I do this, I have better uninterrupted sleep.

Try using YOUR hands, it may heal you!

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Can't Win for Winning!

When one does all the right things in all the right ways and still loses, it's time to rethink! 

Over the years I have collected books that interest me in the consulting area, especially in areas of creativity, innovation, and competitiveness.  As I was scanning my bookshelf, I pulled out a book (now 15 years old) I had not looked at for quite some time.  It is about the reason great firms can fail even as they adopt new technologies.  The Innovator's Dilemma is the title of the book  (The Innovator's Dilemma -- When new technologies cause great firms to fail, by Clayton M. Christensen. Harvard Business School Press, Boston, 1997).

Do the observations in the book have relevance to today's businesses?  Yes.  The lessons learned are yet compelling.  Christensen lists a number of companies in different industries that failed to stay atop their industries.  The important point is that these were not poorly run companies.  Indeed, these companies were well-managed, customer focused ones that lost market dominance.  Sears Roebuck (missed on discount retailing), IBM (missed on personal computer), Xerox (missed on desktop copier), and others are discussed. 

How do outstanding companies lose market share even when doing everything right? Breakthrough innovations (disruptive technologies) that are not used by their customers (yet) and hence not advocated by these high performing companies often cause the demise of these stellar firms.  What these successful companies were doing was to keep close to their customers, provide exceptional products and services, and thus missed out on the emerging opportunities.  They could not make the switch to catch the next wave of competitors.  The challenge for these world-class firms is that sometimes it is right to not listen to your customers, to invest in lower-performing products (with lower margins), and to enter small markets.

Christensen recommends understanding the difference between sustaining versus disruptive technologies to begin to avoid difficulties.  Sustaining technologies include improvements in products and services currently desired by customers.  On the other hand, disruptive technologies are products and services that may not be in demand by one's customers.  While disruptive technologies are not yet in the mainstream and underperform established products, these technologies are often cheaper, simpler, smaller, and often more convenient to use.  It is about price and convenience where 'good enough is good enough!'

In the face of this challenge Christensen says, "planning better, working harder, becoming more customer-driven exacerbate the problem.'   He offers four principles of disruptive technology: 1) Customers and investors control resources.  Hence, ideas that do not meet the interest of customers and investors will not be supported; 2) Small markets do not solve growth needs of large companies.  Hence, as disruptive technologies do not start with large markets, these would not be attractive to large firms; 3) Markets that don't exist (yet) cannot be analyzed.  Hence, it is not possible to provide traditional market research to define, nor justify moving into such undefined markets; and 4) The technology exceeds what the current customers demand.  Hence, the disruptive product will underperform (not be well received) in the marketplace.

Christensen details with a case study how an executive could succeed in the face of disruptive technologies.  He shows how to address the above four principles.  He says the solution to this dilemma is to create an independent organization with its own cost structure to succeed in the low margin market.  The size of the new organization should be matched to the size of the targeted market. 

Is this scenario still in play today?  Most certainly is.  Note the hospitals and large clinics and their decline because of increasing costs.  The disruptive technology in this case are the mini clinics springing up in strip shopping malls, in grocery stores and in drug stores.  They are taking away business from the large medical groups.  Is there more?  Just look for small service units at strip malls and see if there is a larger industry unit somewhere that is oblivious to the mini-units. 

What dynamic business today might face a similar demise tomorrow?

© Baldwin H. Tom CMC
www.tbgroupconsultants.com

Your words can change a medical emergency!

Have you ever come upon an accident of any sort and you are one of the first persons witnessing it?  What did you do?  Did you try to help, or were you mostly a bystander?  If we are not in the medical profession is there something we can do other than call 911?  Absolutely!

I have to say that I was mostly a bystander in the few times I was close to an accident.  Two years ago, I took the Red Cross CPR/first aid certification so that I would be more prepared to physically assist minor accidents.  While this training helps support the immediate needs of bleeding, heart stoppage, and of breathing, it does not help the mental state of a victim.  It certainly does not help the healing process.

Because my wife is a Senior Chaplain with the International Fellowship of Chaplains and is focused on working with individuals with death and dying stress-related needs, she has books and reference materials handy.  The one book that got my attention was entitled, "The Worst is Over," or what to say when every moment counts (Acosta & Prager, Jodere Group, Inc. publishers, 2002).  I am studying this book carefully because I feel everyone should know 'verbal first aid.'  Why?  Because it is easy to do and extremely valuable.  Besides, "one day, sooner or later, someone you know will experience a medical emergency." A friend or colleague may collapse in a meeting.  A family member, spouse, child may experience mental or emotional pain.  Even with CPR training, there will be times when only the language of life-saving words will do, especially when you are the only person available or when you are waiting for medical help.

Knowing how to deliver verbal first aid can relieve pain and anxiety, speed up healing, shorten recovery and even save a life! The authors share true life examples where words led to improved healing and recovery.  One patient with a heart attack, while in the ambulance, was given verbal first aid as well as CPR support.  The doctor in the ambulance was trained in live-saving words.  "It looks like this fellow is going to be all right, doesn't it?"  The accompanying paramedic responded, "It looks like he's going to be fine."  Just then the EKG that showed an irregular heart rate jumped into a normal rhythm.  I personally observed a blood pressure monitor move rapidly from 90 to 60 beats per minute when a patient was being prayed over.  The concept that it is the state of mind that is critical in effecting one's physiology (body) has been shown.  If there is no expectation that healing will occur, then none occurs.  If there is expectation that healing will occur, the likelihood of healing is enhanced.  Apparently, what happens is that our thoughts, emotions, beliefs, and imageries affect our biochemical (endocrine) system to secrete molecules that affect our physiology and healing potential.

In a controlled experiment in a Kansas municipal hospital, entering patients were randomly sorted into two groups.  In one group, they were provided standard treatment.  In the other group, the only difference was that they were 'recited' life-saving words.  After a six month period, the results showed that those provided the life-saving words were more likely to survive the trip to the hospital, had shorter hospital stays, and experienced quicker recovery than the those without hearing the life-saving words.

One reason words work in traumatic situations is that a traumatized person often moves into an altered state of mind where the subconscious, autonomic responses take precedent.  It is during this period that words can most affect the person.  It has been shown that speaking words of support positively affect pain, heart rate, respiration, blood pressure, bleeding, asthma, rate of healing, secretions, emotional reactions and more.  In response to trauma, the body works to regain control of traumatic situations, and any means to gain control is beneficial.  Thus, when life-saving words are spoken to such persons, the autonomic response works to stabilize the person -- to take control. 

Everyone can learn to help save a life by what they say!  According to the book, there are three steps needed to practice verbal first aid:  1) Generate rapport with the patient before communicating; 2) Give suggestions that provide pain relieve or that will stimulate the body to support healing; and 3) Create an atmosphere "to turn fear into hope and panic into calm."  When you encounter a person in need, you really only have three actions to take:  1) say nothing; 2) say something harmful; or 3) say something helpful that promotes healing.  While most of us might take actions #1 or #2, it is the latter that we should all learn to take.

© Baldwin H. Tom CMC
www.tbgroupconsultants.com