Category Archives: Business

Posts about business, marketing, communication, and organizational development.

The idea virus

Image “Cold?” courtesy of Allan Foster on Flickr

When you ride the subway in fall, you’re reminded that this is the time of year when people share an invisible gift called The Cold.

There are hundreds of viruses that cause the common cold. All of them have one thing in common, which is that they are good at spreading.

The common cold is relatively harmless from a health perspective. Its impact is cumulative. Millions of people get a cold each year. A cold influences productivity and sociability. The true costs of a cold in most cases are social and economic, not physiological or epidemiological.

Every year, millions of small differences make one big difference. The cold season ends, and the gift exchange attenuates. In the meantime, the common cold feeds the medication industry and accounts for almost half of all the hours spent at home, away from work.

Cold viruses have the simplest of business models. Always be on the move, always adapt, and replicate over and over across a large population.

An idea has “gone viral” when it has met these conditions. It need only have a small, temporary impact on any one individual. If it has the ability to always be on the move, and to adapt across populations and cultures, it will have a cumulative impact.

Make your ideas simple, adaptable, and easy to share. Win over the individual but also consider the cumulative impact of your efforts.

On giving up

British Royal Marine Joe Townsend, a Wounded Warrior with the Allies Team, shot puts during the 2012 Marine Corps Trials, hosted by the Wounded Warrior Regiment, at Marine Corps Base Camp Pendleton, Calif., Feb. 19, 2012. Townsend, from Eastbourne, England, placed first in the 10-kilometer hand cycling competition and 200-meter wheelchair race. Wounded Warrior Marines, veterans and allies are competing in the second annual trials, which include swimming, wheelchair basketball, sitting volleyball, track and field, archery and shooting. The top 50 performing Marines will earn the opportunity to compete in the Warrior Games in Colorado Springs, Colo., in May.
Photo “Shot Put” courtesy of Daniel Wetzel on Flickr

Every success is the culmination of a series of failures. To get it right once you have to get it wrong a hundred, maybe a thousand, times. Then you get it almost-right a thousand times more. The day arrives, at last, when you succeed.

Or it doesn’t, because there are no success guarantees.

Not all visions will come true. Many businesses will fail. For every story of Olympic glory, there are a million stories of dreams unfulfilled.

Giving up on a dead-end strategy or a flawed prospect can be part of a powerful process. The challenge is knowing when to change course. How can we know the time has come to give up on a venture, a product, a career, or a goal?

There are two kinds of success—task success and life success.

Task success. If your goal is to go to Rio de Janeiro and win the 2016 gold medal in shot put, you have one pathway.

Life success. If your goal is to lead a happy, satisfying life in sports, there are infinite pathways: weekend warrior, coach, fan, collector, researcher, writer, historian, trainer, scout.

Task success is clear, discrete, and measurable. Either you win the gold or you don’t. You can assess progress and the likelihood of reaching your specific goals. Emotional success is the desired long-term condition of your life.

Imagine a thousand-mile trip. How do you navigate your way to the destination? By focusing on a visible, short-term point along the horizon that brings you ever closer to an end-point you can’t see.

Have a long-term pathway and a series of short-term pathways that support it.

One is a point on the near horizon, and the other is your final, desired destination. Both speak to the things that will enrich your life.

What is your value?

Photo “Beauty Is Simplicity” courtesy of Reji, on Flickr

We express value, and we hold values. Honesty, authenticity, courage, beauty, integrity. Our values are conceived in the abstract realm and negotiated in the material world of objects. They are subjective but indivisible from our relationships with other living beings.

Value can be measured. Each day on eBay, thousands of bidders answer the question What is it worth?

What about loyalty, truth, or faith? We frown on the idea of putting dollar amounts to values. Loyalty transcends cash. Our values are precious and priceless. Money can’t buy you love.

A skill is an abstraction. So are competence and intelligence and professionalism. No one has an objective number indicating the value per hour of your skill or professional value. Yet, for business to happen, a value must be determined.

Value and values intersect. One of your clients recommends you. She says that you’re honest, reliable, professional, and pleasant. None of these things can be auctioned on eBay. They are values. They are also value.

Your value increases as its intersection with values becomes more clear and compelling in the mind of your customers. This is not a cheap marketing gimmick, it is an insight into value.

You can choose to make a widget, or you can choose to enrich people’s lives by doing something that supports and nourishes their values.

The choice is yours.

The world’s most effective people use this simple formula

Junior Detective
Photo “junior detective” courtesy of Jessica Lucia on Flickr

What sets the geniuses apart—in journalism, entrepreneurship, cosmology, business innovation, and the arts?

It’s not the school they went to. Some of the world’s most successful and brilliant people never had a formal education.

It’s not good luck, or connections. It’s not hard work, although hard work helps.

The world’s most effective people use a simple formula. With it, they get powerful insights that they can then use to reach their destination.

Here is the formula:

Ask good questions and have the tenacity to get answers

What is a good question?

A good question is clear, specific, and strategic. It’s a laser-guided missile. The person who asks good questions may not know the answers, but she knows where the answers are. Not just any answer: the true answer.

To get to the true answer, you have to be patient. You may have to ask the question two, three, or more times. You’ll have to knock down doors. Some answers prefer to go undiscovered. Some are shocking, embarrassing, or scandalous. Only the brave and tireless will discover them.

Learn how to ask good questions, and be tenacious.

Content marketing and discontent people

Shopping Despair
Photo “Shopping – Despair” courtesy of David Blackwell on Flickr

Newspapers have content, and the business of marketing content is, of course, content marketing.

Content marketing asks What gets and holds a reader’s attention? Then it says Do this, and you’ll get higher conversions.

We know that the news is mostly war, terrorism, political fighting, catastrophe, scandal, and tragedy. Newspapers sell discontent, or they try to. These days it’s not working so well.

The truth is that all marketing presumes discontent.

The worst thing that could happen to the global economy is a world of content people, 100% satisfied with their lives and uninterested in adding or subtracting anything from them.

Universal human satisfaction would be great, but it wouldn’t sell most products. For the economic system to function, we need millions of consumers who have a good life but not a “perfect” one.

What is the perfect life? Your life, plus an iPhone with a slightly larger screen than the iPhone screen you have. Once you have the new iPhone, the definition of perfect changes. The ideal consumer is restless and always wants bigger, brighter, more, newer, and different.

What if we were to practice content marketing in the second sense of the word—using our talents to encourage satisfied, centred, peaceful, and grateful human beings?

Are you in a hole or a foundation?

Photo “Huge Hole revisit” courtesy of Sam on Flickr.

Down the street, there is an enormous hole. It was a hole one month ago, and it is a hole today. The day is coming when the hole will be a building in which thousands of people are living.

Somewhere there is a drawing of the building. The hole is part of that plan. When the workers look at the hole, they see a foundation.

Everything in life starts as a hole.

I was traveling to a job for a new client. I had $75 in my business account, and nothing in my personal account. I had debts. I wasn’t sure if there was even enough room left on my credit card to pay for my expenses. It was one of the happiest days of my life, because I was building a business of my own. Yes I was in a hole, but I had a plan. The hole was my foundation.

You don’t ever see a building being made. You see workers standing around, smoking. You see men carrying things. You see materials being piled up. You see a lot of apparently random activity. A sky-scraper is made in slow motion. It’s a long-run proposition. It only happens because there’s a plan, and they stick with it.

In the long-run, we’re all dead. In the long-run you find out what you’re really made of. In the long-run, all the facts see the light of day. So whatever you’re doing, get in it for the long-run.

In the day-to-day we have a lot of surprises, failures, tough lessons, and set-backs. Some days are smoking men. Some days feel like nothing but the seemingly pointless activity of a shirking work-crew. You can do anything, but right now the bank account is empty and more bills are on the way.

A hole is just a hole if you don’t have a long-term plan.

Money and wealth

Capitalism, entrepreneurship, industry. These terms are often used inter-changeably, but they are not the same.

Capitalism is a system of social, political, and economic governance. It is the rule of capital, of property, of surplus value. In a capitalist society, the rules of the game are determined by capital for the benefit of capital.

To some degree, the interests of the great mass of people—the public—must also be accommodated, or perhaps managed from above. Capitalism and democracy exist in tension, because the interests of the demos do not always align with the interests of capital.

Entrepreneurs create businesses. They deliver goods and services. They build, invest, and produce. You can be a capitalist without ever being an entrepreneur. Capitalism, especially finance capitalism, need never invent a product, start a business, or create a job.

Entrepreneurs make things, capitalists leverage capital in a restless effort to convert nature into capital. Surplus value begets more surplus value, which begets more surplus.

An entrepreneur becomes a capitalist when his chief and overwhelming purpose is to invest capital in order to accumulate greater capital. Eventually he will understand that making things is a poor wealth strategy.

Those who make things earn money. Those who leverage capital to convert the world into capital generate personal wealth. Indeed, those who own productive property are wealth.

Industry can exist without capitalism. Entrepreneurs can, and do, create jobs and factories and goods. From a capitalist perspective, shutting down factories, or substituting capital for labor, can be as lucrative as opening a factory and hiring workers.

Entrepreneurs, capitalism, and industrialism co-exist. They are related. But they are not the same.


A job is not property. Industry is not capitalism. A capitalist is not necessarily an entrepreneur. Money is not wealth. America is not a democracy.

Change (and why your vote will never cause it)

No Coke, Pepsi. ✎ By Wayne K. Spear

Coke or Pepsi

Photo Pepsi or Coca-Cola courtesy of Roadsidepictures on Flickr

The United States is dominated by two political parties. The major soft drink makers are Coke and Pepsi. Most of us own a Mac or a PC. In theory, free markets provide a range of choices, but this range of choice is constrained by the suppliers themselves.

Have you ever noticed that most restaurants serve Coke products or Pepsi products, rarely both? This is the outcome of corporate interests and policies that intentionally limit consumer choice. Adam Smith wrote about this phenomenon in 1776. It is well-known and uncontroversial.

Canada has three main federal political parties, all trying to capture enough of the political centre to form a government. The differences of their brands are small. Democratic political elections are fought over matters of style: personalities, like-ability, popularity. The candidate that “seems like” will win. The three parties tacitly agree on the acceptable range of debate: the middle class, taxes, growth, the economy.

Markets change only as a result of revolutionary upheaval. A revolution in a market occurs when an upstart/outsider introduces a game-changing idea. The giants are incapable of changing the market: they are too thoroughly invested in maintaining it to their advantage.

In a democracy, voting for one of the two or three political parties on offer is like ordering a Pepsi in a restaurant that has chosen to only serve Pepsi.

In a democracy, the upstart/outsider is an activist and agitator. Her business model is civil disobedience, resistance, and radical critique. She eats away at the market share of the giants. The IBMs of the world try to adapt.

But they are not the agents of change, they are interested only in a world that forever stays the same, and that forever serves their market interests.

When your great company isn’t actually that great a company

Photo “Stress” courtesy of Bernard Goldbach on Flickr

Lately, my friend has been telling me a lot about the “great company” he works for. At least that’s what he says: “It’s a great company; the problems are just in our department.” Yet there’s no evidence of the company’s greatness I’ve ever seen. In fact, everything my friend tells me suggests he works for a terrible company.

Under constant pressures, he is permanently stressed, and so are his coworkers. Many of the most talented and ambitious of the workers have left, or are thinking about leaving. The managers are in over their heads, and they are stressed to the breaking point. Morale is low. Worse yet, it’s well known throughout the company that things are terrible. And yet no one at the senior level ever addresses what’s really going on.

So how does this all add up to “a great company”?

Here’s how.

“Great companies” make great products. They go out into the world with an inspiring message that talks about treating the Earth kindly, loving nature, and making organic and cruelty-free products that everyone loves.

Their message is that they are progressive, thoughtful, conscientious, and all about loving people and the planet. And we tend to buy these kinds of messages, along with the products they are intended to sell. In fact, if I told you the name of my friend’s company, you would probably reply, “Oh, yeah—they’re a great company.”

We’ve all heard about the “great company” that buys pizza for its staff and even has dormitories attached to the office, so you never have to go home.

And you almost never do go home when you work in a “great company.” You eat the free pizza at your desk, and you work through dinner to midnight. Then you come back early in the morning, and do it all again, six days a week. Seven, when launch time is near.

The “great company” throws huge parties where everyone gets “free” beer. Forget that nothing is ever truly free if your time and labor paid for it. The company that gives you beer is always a great company.

The workforce of the “great company” is mostly young, impressionable people. They have no families and no life outside work. They don’t understand the fine line between working hard and being abused. They will give up their lives to work for a cool company that makes fairly-traded, Earth-friendly, biodegradable, organic, free-range, super-cool widgets that get featured in hipster magazines. Their employers count on it.

The people who work for the “great company,” and who have families, are filled with toxins that they take home with them each night. Some of them become alcoholics, some others spend their time at home depressed, exhausted, and miserable, dreading their return to the office or factory. They are never truly with their families and away from work. The toxins spread. Marriages and relationships suffer. The “great company” poisons everything.

In my experience these great companies are almost always paternalistic in nature. They hire young people and treat them like children—but in a cheer-leading way that, at least in the beginning, feels good. They say great-sounding things about how much they value you. Once in a while a door opens from above and the workers are showered with popsicles or ice cream or “staff appreciation day” stickers. The paternalistic “great company” only wants to talk about positive, happy things. There are no problems in the workplace, only the constant need to work harder. Everything in the “great company” is great. That’s because the paternalistic bosses carefully control the upbeat message, so that information only goes one way: from the top to the bottom. The real conditions, stresses, needs, and hazards of the workplace never filter upward, because the bosses are not that interested.

The paternalism seems less paternalistic when the official message is that everything is all great, all the time.

Great companies ask people to do unreasonable things, like give up their family life by working ever-lengthening shifts and work-weeks. When the stress fractures start to show, the manager orders pizza and gives a little speech about how great the company is, and what a great job everyone is doing.

What the manager doesn’t do is support the staff in a way that ensures they can meet their targets without burning out. The manager isn’t properly supported, either. You see, the rot—just like the propaganda—comes from the very top of the “great company.” The leaders of the “great company” tend to believe their own hype, when in fact they are running an operation that devours people and throws away their bones.

The company President is charming, charismatic, and fun. He’s so “cool,” people don’t notice he’s in charge of a highly dysfunctional workplace. For a while, the “great company” thrives on its hip image and high-energy, youth-oriented culture. Eventually however things gets so bad that even he sees the truth. By then it’s usually too late.

The source of interpersonal conflict, and what you can do about it

Understand. Be Understood. ✎ By Wayne K. Spear

15% of an iceberg is above the water, where we can see it. We know there’s much more ice below the surface, but it’s pure guesswork as to the size, shape, and nature of the submerged 85%.

Unless we dive down, which we’re now going to do.


Only, I’m not talking about icebergs today. I’m talking about you, your co-workers, your friends, and the next person you’re going to meet.

Our subject is nothing less than humanity itself. Let’s call it Introduction to People, or “People 101.”

You see, the universe gives us a magical thing called balance. I know this sounds weird, but it’s actually a practical, down-to earth matter.

Think of Newton’s Third Law:

For every action, there is an equal and opposite reaction

When we look at nature, we see action-reaction force pairs in everything. You push down on the earth, and the earth pushes up on you. If this were not so, car tires would have no traction. You’d float aimlessly in the air, rather than propel forward toward the office. (Maybe that’s a good thing!)

Human beings come in a variety of shapes, sizes, and personalities. At bottom, however, we all lean toward either a thinking / feeling orientation or relationship / task orientation. We are either introverted or extroverted, skeptical or optimistic, active or reflective.

We can be a blend of both, but most of us lean more toward one than we do the other.

Carl Jung observed that opposites attract. Look at your life and ask “Isn’t it so?”

A virtual Odd Couple, (almost) every marriage has a personality contrast. Maybe it’s a touchy-feely type and a hard-headed intellectual. Or maybe the outgoing, people-oriented person settles down with someone who’d rather stay home and read a book. One cares what everything thinks and wants to take on the world’s problems and make everything better. The other says “you’re crazy, and anyways who cares what people think.”

The universe gives us balance because without it we would not survive. Every human relationship is an action-reaction force pair. Someone in the company has to be good at balancing the books, and someone has to be good at selling.

For goodness sake, never ask your cautious, task-oriented accountant to go out and win people over. Don’t let the sales people keep your books. Learn to understand and leverage human differences.

The people around you fill in your gaps. Your strengths are their weaknesses, and vice versa. You pick your opposite because that’s a good life strategy. Alone, we’re all two-legged stools. Together we stand.

This brings us to a mystery: why is there so much interpersonal conflict in the world if the universe gives us balance?

The answer is that the balance is all happening under the water. Above the surface we see only the 15%—the behavior of others that drives us nuts, because we don’t understand what’s really going on. We don’t appreciate, or even understand, the true nature and value of human differences.

We find ourselves in a business or personal relationship with someone who is, in some important ways, very much unlike us, and we say to ourselves: “What is wrong with this person? Why can’t he be more like me!”

And by “more like me,” we mean “right.”

Conflict begins when we see others as impeding rather than as balancing us.

We human beings take the natural balance built into the action-reaction force pairs of relationships and we turn it into imbalance by wanting others to see as we see, to feel as we feel, to think as we think, and to value as we value.

If, in contrast, you can see what others see and feel what others feel, you can achieve the same end: harmony and understanding. You can restore the balance.

I’m not suggesting that we can all, or even should, fall in love with one another. Some people are going to drive you crazy, no matter what, but you still have to work with them in a productive, drama-free manner.

In my work I use empirical, data-driven workplace assessment tools to take my clients to the submerged dynamics of their interpersonal workplace relationships. I dive down with them to explore the talents, values, and personality of every individual—in a safe, positive, inspiring, and insightful way.

I focus on what’s right with people, not what’s wrong: their talents, strengths, assets, values.

When you take the world’s (fortunately rare) psychopaths and sociopaths out of the picture, all of us are just trying to do the best with what we have.

Because we live in a world of icebergs, and because most of us don’t know how to deep-sea dive, we make assumptions about our environment and the people in it that are incorrect, simply because we don’t have all the information we need.

The tagline of my business is “Understand, Be Understood.” That’s my guiding principle, and I use it to make workplaces happier, stronger, and more effective.

And it works, not only in your organization but also in your life.

Are you curious to know more? Send me an email, and we’ll talk.

Run your business like a nerd

Be the life of the corner of the room of the party. ✎ By Wayne K. Spear

Photo courtesy of Nathan Rupert, Flickr

A business can attempt one of two things: to be all things to all people, or to find and serve a market niche.

The former requires scale. Big box stores, huge inventories, supply-chain management, constant growth and expansion, a franchise strategy.

To be all things to all people is necessarily to be aggressive. You must dominate multiple markets to survive, because your competition is legion.

Walmart is an example of this model. The stakes of an all-things-to-all-people strategy are extremely high, but so too are the potential rewards.

A niche strategy targets a small but focused market. The enthusiasm and loyalty of the customer, rather than a directive of constant growth and fierce competition, drives the business.

A niche business issues from an unusual or marginal interest. The box stores do not serve niches. The mantra of a mass-market business model is: Unless everyone wants it, we will not get it.

Often the niche business is started by a hobbyist, eccentric, specialist, or collector. He is driven by passion, and by a desire to serve and connect with the like-minded. Here, the mantra is: If you don’t fit in, don’t compete.

An all-things-to-all-people business strategy is capital intensive. It requires a marketing and advertising strategy, aggressive growth, and ruthless competition.

A niche strategy is passion intensive. It requires knowledge of the niche, and authenticity. You must love the niche, and you must care about the people who occupy it. You are not simply running a business, you are creating a community.

The big box store is the life of the party. She goes about the room, chatting up everyone in it. By the end of the night, she’s made a dozen new friends.

The niche business, meanwhile, spends the evening in the corner of the room, discussing Etruscan manuscripts.

In the niche, we form fewer bonds—but they are instant and powerful.

Your niche customers will find you. After all, it’s hard not to notice the one other person in the corner of the room

Let your passion, oddball and off-the-beaten-path as it is, guide you.

Find your people, and serve them.

Consumers and Producers

Eat, drink, and be a good marketer. ✎ By Wayne K. Spear

We live in a consumer society. We may not choose to define ourselves as “consumers,” and we may dislike the label, but we all are consumers.

Consumption is not simply the act of shopping and purchasing.

The Oxford English Dictionary coarsely defines a consumer as “He who or that which consumes, wastes, squanders, or destroys.”

Behind this notion of consumption is a moral judgement: the consumer is a parasite, contributing nothing of value to society.

The opposite notion has been elevated in modern times. Consumption is asserted to be a positive, even urgent, good. The consumer spends, which stimulates the economy, which creates jobs and prosperity.

Imagine performing to an empty room, or broadcasting a show in a world with no radios or televisions.

Sellers fail without buyers. Writers are nothing without readers. Producers need consumers.

Leaders and followers: there are countless books about Leadership, few about Followership.

An iMac is a production tool, but an iPad is a consumption tool. One is best suited to creating video, the other to consuming it.

Consumption has never been easier, nor more prevalent. The tools of consumption can be carried everywhere. The consumer is ever-present, ever plugged-in, ever-ready.

Supply and demand, consumption and production. A rise in consumption summons a rise in production.

This is also an age of producers, and of production.

The tools and media of consumption change, but the underlying reality does not. Producers must cut through the noise and the congestion to reach consumers.

As consumption drives up production, standing out from the crowd becomes more important, and more challenging, than ever.

In an age of abundant production, most of us are performing to empty rooms. We are not getting through.

The only way to get through is to find the room where the audience is, and to somehow put yourself on the stage at the front of that room.

That has been the challenge for producers since the beginning of time.

Everything has changed for consumers. Nothing has changed for producers.

Workplace Moves

What are your workplace options? It’s time to check, mate. ✎ By Wayne K. Spear

In my consulting work, I meet people who are unsatisfied in their workplace role. They like their organization, and want to stay in it, but also want to make a move.

They often have no idea what to do, or how to do it.

There are many kinds of workplace moves. The kind of move that’s right for you depends on the nature of your situation.

Consider the many forms of dissatisfaction:

– You have talents that are not being used
– Your role isn’t natural to you
– You are not challenged enough
– You are challenged too much
– You are not being properly trained and supported
– You are being micro-managed
– Your immediate supervisor is incompetent and/or a jerk

Think of your workplace as a chessboard. Each piece on the board has its own style and range of movement. Just like a game of chess, your workplace offers a variety of movement.

In most cases, you can modify your role, through workplace communication and collaboration. Maybe all you need is a small adjustment, which bring us to …

The Pawn


This is the simplest move of all, best suited to cases where you’re in the right role but want a little more (or less) responsibility, authority, or challenge: promotion vs. voluntary demotion. Some companies I know of will even accommodate the request for a demotion without cutting pay.

The King


The King is all about modest incremental, adjacent motion. This is how most moves occur, not only in business but in life. The expert on Italian opera makes a lateral move into the Italian food business. The best-selling author of Car Repair decides to write a book called Motorcycle Repair (rather than, say, Existentialism Explained). It’s about leveraging your proven expertise to move into a neighboring field. This is a logical, step-by-step process, and it makes the most sense in workplace situations where you want a bit more (or less) responsibility, authority and challenge—rather than a huge change.

The Knight


The moves of a Knight are bolder than those of a King. The Knight can leap over other pieces, as well as travel greater distance. More important, the Knight’s movements appear to be non-linear. In reality, the Knight makes a double move—two steps and a turn. This type of movement makes sense when you require a bolder transition that will take you slightly outside your current role and circumstances. In this move, it’s not only the degree of challenge and responsibility at issue, it’s the character of your role. You want something different, but not wildly different.

The Bishop


Here we get into bolder moves. The Bishop is about transitions. Rather than keep on the established path, this piece moves at angles into new territory. This is a more difficult workplace move to make, but it can be done if you’ve demonstrated your talents and competence, or if you’ve completed training. I have seen employees move successfully from HR to finance. I’ve seen an entry-level Admin Assistant become a Financial Comptroller. It happens. As long as there is an openness and trust, and a willingness to create and commit to a plan, anything is possible.

The Rook


The Rook is also about big moves, but of a logical nature. Here we consider a powerful workplace strategy—the lateral move. Lateral moves are great if you want more challenge without more responsibility, or if you want to learn from a mentor in another part of the company. Also, it isn’t always possible to negotiate a better role with your boss, or to work out personality issues. Sometimes you just have to plan your escape. A lateral move is therefore advisable when you find yourself unable to work amicably with a supervisor.

The Queen


The world is a Queen’s oyster. She has it all, because she can see it all. The Queen looks out over the entire range of motion and chooses where she wants to land. This piece reminds us that an organization holds a wide range of opportunities. What if you don’t see the perfect role for your individual skills? Then consider having a discussion about creating a role. Good companies are open to this, so you should be open to thinking, and moving, like a Queen.

Today is the luckiest day of the year

Go ahead, make your day. ✎ By Wayne K. Spear

Graphic courtesy of zeevveez on Flickr

Yesterday my mother sent me an email with the subject heading “tomorrow is the luckiest day of the year….” That means today is your lucky day.

The question is: what are you going to do to take advantage?

I don’t understand how the motions of planets have anything more to do with my fortunes than, say, the ocean currents or the flights of birds or the placement of the stones on the sidewalk. Or anything else that exists in nature.

But if you treat every day as the luckiest day of the year, there is a 100% chance that one day you’ll be right.

If you treat today as the luckiest day of the year, you’ll likely be a little more bold, and a little more intentional, because you are preparing yourself for something good to happen.

Maybe it will, maybe it won’t. The only certainty is that when you’re not prepared, and not preparing, opportunity passes by.