The Long Road Back

A head-on collision has changed my life—for the better. –By Ken Krogue

I’ll bet a lot of you have been asking, “Hey, Ken, where’ve you been lately?”

At times, I’ve wondered that myself.

Perhaps many of you know that I suffered a terrifying head-on collision not long ago. That’s why you’ve seen a lot less of me around the office lately. As a result of the car crash, I suffered a concussion and whiplash that I’m still dealing with. The entire experience has changed my life in profound ways.

I’d like to share with you what’s happened to me over the last few months—the accident and the slow recovery process. I don’t think anything in my life has had such a powerful effect on me.

Why talk about it?

I can’t help but share important lessons. For years, as a founder and president of InsideSales.com, I’ve taught companies how to create high-velocity inside sales organizations. As a volunteer, I’ve showed Boy Scouts how to build a campfire, put older kids through football drills, explained to executives the principles of strategy applied to sales and marketing.

Now, I’d like to offer what I’ve learned about my life.

This all began about noon on Sept. 2, 2015. (In fact, I just noticed that my last blog article was that very day about the infographic my friends did about my mom’s passing.)

My 3/4 ton Chevy Silverado after the head-on collision (I have a bigger truck now!)

My 3/4 ton Chevy Silverado after the head-on collision (I have a bigger truck now!)

I’d just begun spending a lot of time at home in Mapleton with urging from Dave Elkington, trying to finish a couple of books I’ve planned for years, and went out to get a few things. Coming back on Highway 89, I slowed down to 20 mph to get into the turn lane. A large truck traveling at 55 mph was coming down the hill around the corner. Just then, a young woman in a Honda Civic pulled out and the truck, unable to stop in time, hit her car, picking it up and hurling it across to the side of the road. The impact forced him to plow into my lane at a net speed of about 70mph and we had a head-on collision.

The force of the impact crumpled the front-end, hood, and engine of my ¾ ton Chevy Silverado, shattered the windows, and spun my truck across the freeway and into a steel barrier. I hit the side door, my arm slammed into and bent the steering wheel, and my seatbelt, pulling me back, felt like it tore me in two. The airbag deployed, saving my life, but causing a concussion as it deployed with force on the front of my head at the same time whiplash whacked me from the back as I hit the barrier.

Time seemed to stop.

I remember watching the particles of the airbag explode in front of me. Four batteries I’d bought for my motor home flew from the bed of my truck, landing as far as 30 yards away, and I watched the acid that exploded out of them sizzle in the cab. My spleen hurt; I thought I’d broken some ribs. Otherwise, I didn’t feel a thing. A guy showed up and told me not to move. He called my wife and told her what had happened. As she arrived the ambulance came for me. At the hospital, they picked glass fragments out of my hand and set my arm where I’d fractured my ulna, one of the two long bones in the forearm. By the end of the day, they released me.

And the young woman in the Civic? She had to be life-flighted. Everyone assumed, given the impact of the crash, that she’d died. Amazingly, she survived, with a broken nose and arm. I’ll need to bring her into my story again soon.

The next few days were really cloudy. It’s hard to explain, but I could only see and think in one narrow direction. I was very emotional and irritable; the littlest stresses tipped me over. I was trying not to let people notice. My natural filters that kept me from saying stupid things were partially gone. My biggest struggle was just to keep my mouth shut.

Obviously, I couldn’t process the insurance claims myself, but I couldn’t resist tracking down the truck driver. After I found his name on an insurance form, I called him up and said, “I’m the guy you hit.”

He said, “I remember your face. You didn’t have time to even flinch. And I remember seeing the back of the young woman’s head. She didn’t see me, but I saw two beautiful children in the back seat. I did everything I could to swerve so I wouldn’t crush them.” The landscaping trailer he was towing behind him jackknifed when he hit me.

I asked, “So, what happened?”

He said, “The cops came, and I asked, ‘How’re those kids?’ The cop said, ‘there were no kids in that car.’”

I guess that young woman had a little help. I know I did.

The Honda Civic driven by the girl that first got hit by the truck that then hit me

The Honda Civic driven by the girl that first got hit by the truck that then hit me

So did the truck driver. I’ve talked with him since. He’s a different person today.

And so am I.

A few days later I was up in my cabin up in Timber Lakes just east of Heber City, recuperating over the Labor Day Weekend. I told my wife, I’ve got to go to church today. Well, it was pretty crowded—a chapel-full and three overflow rooms of people. I was in the back of the last one in, feeling pain and powerful drugs. And I suddenly had this urge that seemed to lift me out of my seat, “I need to get up there and tell my story.” I walked to the front of the congregation and said, “You don’t know me, but I’ve got to tell you what just happened to me.” I was fuzzyheaded but walked them through the story, and then I sat down.

Later, people reached out to me and put their hands on me in a consoling way. A young guy came up to me and said, “I know you,” and pulled out his phone and showed me a picture of my wreck. He said, “I was one of the first people on the scene, and I work for the guy who hit you.” And he validated the story of the two beautiful children. The truck driver still swears up and down those children were in the back seat.

Well, not all of my recovery is shot through with otherworldly mystery and human warmth.

I forget stuff.

I’m irritable.

And I’m having the hardest time writing again.

For those of you who know me, this is frustrating and painful. I’m getting help for this piece from Tom Post, a former managing editor at Forbes Media who was my editor for several years and who now works for my dear friend, Cheryl Snapp Conner. Both of them are coaching me back to help me rediscover my writing.

This is when I was in the emergency room

This is when I was in the emergency room

But I’ve started on the long and pocked road back. I did some treatment with several chiropractors, massage therapists, and tried physical therapy. But I couldn’t get an appointment with a neurologist until the middle of January. Some friends told me about a new concussion clinic in Provo, Cognitive FX, headed up by Dr. Alina Fong, a graduate of BYU and a neuropsychologist. Using a functional MRI, which monitors changes associated with blood flow in the brain, the machine makes a movie of the inside of your head, mapping out what happens when you have a concussion (or develop Alzheimer’s).

While in the fMRI, I went through six batteries of cognitive exercises, which lit up different parts of the brain and mapped out where the trauma occurred.

At first, I could only tackle the easy stuff, looking at a screen and trying to match the dots and shapes. It was hard, like physical workout. I’d never before thought of the brain as a muscle that atrophies without use. It doesn’t heal by itself. We have to activate areas around the brain, creating new pathways.

That’s what I’m doing on many levels: creating new pathways in my life.

Dr. Fong found a very clear signature for mild brain trauma that first day. I tested 2.58 on a scale of 0 to 5, with anything over 2 a concussion. For the next few days, for 7 or 8 hours a day, I engaged in 47 different exercises with cognitive therapists, like hitting buttons on a board while looking in my peripheral vision, doing bio-sensitive feedback to control my brainwaves, and, of course, engaging in physical therapy.

I was told I’d feel worse the first couple of days, and that was true. I felt noticeably better by day four. But by the end of day five, when I tested 0.23, I felt quite good. I could think, see, and feel again. While I could think and speak again, I could not write. It’s something about the linguistic side of the brain where I’m still struggling. I’m going back for a couple more days soon.

And I’m learning I have to reset before I hit a wall, I call it “vapor lock.”

It’s still really hard to hold my head and body up after about two in the afternoon. If I lie down and rest, I can usually pick up where I left off. But if I try to push through, I’m exhausted.

I’ve learned to type a little while lying on my side. Mostly, I speak my thoughts into a voice recorder. I’ve trained Siri to recognize almost all that I say, though she sometimes makes bad mistakes—as in four-letter words I don’t mean to say.

All of this—the accident and the recovery—has been life altering. I’ve learned to care less about the obvious things like money, status, winning.

Don’t get me wrong. InsideSales.com is the top company in our space—and, of course, I care deeply about this great company and the people who helped carry it to the summit.

But I find that if I take less and give more, better things come back to me. I am trying to focus on the essentials.

So many of us are on an endless treadmill of meetings and busy-ness, going faster and faster, while our work gets worse, our results disappoint, and our relationships suffer. We are in the thick of thin things. But if I focus on the mission—helping other people do better, get through tough times—the business will take care of itself.

I'm trying to eat much better. This was my first meal on the outside after my 3 week clinic visit to Optimum Health Institute

I’m trying to eat much better. This was my first meal on the outside after my 3 week clinic visit to Optimum Health Institute

Before the accident, I wasn’t taking care of myself. I didn’t exercise, didn’t eat or sleep well, and was on the verge of diabetes. Pedal to the metal, I hadn’t realized what a toll this life was taking on myself—and my wife and family—over the last 12 years. I’d let some important family responsibilities slip.

Now, I’m eating better and just starting exercising. I have more time for what’s really important to me: my family, and especially for my youngest son who needs me. Friends I rarely see have suddenly come into my life again. Life has become much more beautiful. I wish that other people could discover that they, too, can get off that crazy treadmill before they can’t get off.

I think while I’ve been gone others have been experiencing change in their own lives. We all take what life gives us and try to improve and become better. I’ve felt very bad that I haven’t been able to contribute on the day-to-day like I would like to. I’ve heard that there has been lots of important change happening at InsideSales.com and in the Inside Sales industry that I love so much.

I don’t want to exaggerate or romanticize what’s happened to me.

I’m struggling.

Sometimes I look at earlier articles I’ve written on my blog or out on Forbes and think, who was that person? I read them again and I’m amazed I once wrote them. These days, the only time I can form ideas and remember them is if I visualize them, go to bed reviewing them, and then wake up at 4 a.m. with a clear perspective that I can retain. If I can get to that stage, I can own it. If I don’t, it’s gone and I can’t seem to get it back.

One of the first times I spoke after the accident with Jaime Shanks, Koka Sexton, and Jill Rowley at the Sales Stack conference

One of the first times I spoke after the accident with Jaime Shanks, Koka Sexton, and Jill Rowley at the Sales Stack conference

I’ve given a couple of public speeches since the accident. I’m told they went well. Friends like Koka Sexton, Jamie Shanks, and Jill Rowley covered for me a bit on stage at Sales Hacker. Most people don’t know I’m even struggling. But it seems to take five times the effort it once did. I’m afraid I pushed so hard when I spoke at RootsTech that I made myself ill preparing for what used to be second nature to me.

It’s all part of creating those new pathways.

The good news is, the doctors say that with time I should bounce back. In fact, Dr. Fong says in some areas, with the work I’m putting in, I’ll actually be better.

The books I had been working on clear back in August and September are actually in draft stage, though months later and with a lot of help.

Dave and the executive team have been very patient. My wife and family have been amazing. I’ve tried a few times to come back and found myself immediately overwhelmed. I used to easily swim in the deep end of the pool. Stress was nothing. Now it is something significant to be reckoned with.

I’ll be back. I may not be quite the same person. And it may take a while…

But I’ll be back. -Ken

Level 6 Time Management: Week At A Glance PDF

This is a resources page for the article I wrote for Forbes called Level 6 Time Management: Managing Change And Trends.

Week-at-a-glance-GENERIC.pdf:

This is an image of the PDF you can download of the Week At A Glance planner tool

This is an image of the PDF you can download of the Week At A Glance planner tool

Week At A Glance planning tool. This chart I have developed is one of the most powerful tools I’ve ever used. We have used it for years at InsideSales.com to help people plan their week, which Covey recommends to be both effective and efficient.

Date Range: do a new chart for each week.

Weekly Tasks: This is a place to capture (list) the main things you want to do that week.

Week At A Glance Calendar: This is where you arrange the events of your week to accomplish the tasks.

Top 6 Weekly Tasks: This is where you grab the top 6 in order of priority from your Weekly Tasks list above. Then you arrange your Top 6 Weekly tasks by day in bold or all CAPS so they are obvious. Then flow in the rest of your Weekly Tasks above by day.

Priorities: This is where you remind yourself of what or who is most important that week.

Notes: This is a place for key notes related to your week.

Key Recurring Actions: Notice there are five columns, one for each day of your work week. The top row is just to mark that you planned and marked each day below.

Here is where you list your Top 7 Key Recurring Actions which MUST occur daily or 1-3 times a week.

6 Keys to Change Management: VitalSmarts Bestsellers ‘Influencer’ and ‘Change Anything’ Even Explain How to Lose Weight!

(This is an expanded version of the second article on managing change and business transformation… and weight loss! — Ken

Why is it so hard for companies and people to change?

My long time neighbor Ron McMillan recently co-wrote two amazing books on change: Influencer: The New Science of Leading Change, and most recently, Change Anything: The New Science of Personal Success.

Ron helped found Vitalsmarts and he and three other colleagues are probably most known for writing the New York Times landmark bestsellers as Crucial Conversations and Crucial Accountability. Ron was unavailable for an interview but his co-author David Maxfield joined me for half an hour on the topic of change management for companies and individuals.

I was sitting on my phone, taking notes in Evernote at a table at Roxberry, drinking a green smoothie to lose weight as I listened to David.

I had already heard he and his colleagues speak several times on these critical topics at BYU Education week every August.

The book Influencer is already on it’s second edition and is currently ranked in the Top 20 on Amazon in three categories.

Influencer stresses the importance of leadership in helping others change.

Change Anything is about changing yourself.

I asked David, “Why did Vitalsmarts choose the topics of change leadership and changing oneself?”

David responded, “Because change management isn’t working.”

“The Standish Group says 9 out of 10 large scale IT engagements don’t deliver on time, within budget, or to the specs that were promised.”

“At the more mundane personal level, we spend $2 billion a year on diets, but 19 of 20 people lost nothing but their money. Stanford studied the top 3 diets available and found that they all work… if you stick with them. But almost nobody does. We can’t live up to the change commitments we make.”

I said, “Wait, don’t call weight loss mundane! I represent that remark!” I at least lost 13 pounds on my last very expensive dietary adventure.

I go on, “So let’s attack both directions; how to change an organization and weight loss. Every day we have leaders in companies come to us to help them change their technology, but they don’t want to change their behavior or their culture. They’ve been working under the traditional sales model for decades. They have salespeople going face-to-face all over the country. They are faced with competitors who are generating web leads and inside sales people on the phone and they are getting hammered. They pull me aside privately and admit they don’t have the skills to actually change.”

I continue, “They buy salesforce.com, they hire sales trainers. They try to get marketing to stop worrying about un-trackable advertising and branding and start generating web leads, but nobody wants to change. They can’t get the reps to make the calls, to use the CRM, to follow the skills training. They can’t get marketing to focus on all that matters… leads!”

He laughs. “There are two forces at play here. Those things like technology, tools, and skills are above the water line. You can see them. But then there is everything below the water line: The cultural norms, what people do, the internal politics, the things you have to do to get things done. Change stops when it hits the iceberg below the waterline.”

“Here’s an example,” he continues, “Hospitals in the US are all trying to get 100% hand hygiene. There are 100,000 deaths a year in the US alone because people don’t wash their hands enough in hospitals. We stress what we call 200% accountability; for you, and for everyone else.”

“If you are a housekeeper cleaning the window, you wash your hands. And you better speak up to the surgeon who hasn’t washed her hands who walks in the room with the patient.  But that is hard, very stressful. That is countercultural. Housekeepers don’t speak to surgeons, nurses don’t even speak to surgeons.”

“Unless you change that norm you don’t get hand hygiene. Putting up posters doesn’t work. But if you can change this one thing, you change all other areas of patient safety and cost control because you address personal factors, social factors and the environmental factors of change.”

I joked about drinking my Roxberry and my own crazy cycle of weight loss in a high stress environment. I asked David next, “So tell me about these six sources of influence.”

He responded excitedly, “Before the six sources of influence you ask two questions: Can I change? And, will it be worth it?”

He goes on, “Then you dive into personal motivation and ability, whether others around you enable or disable you, whether there is a system of incentive and if your environment makes it easy to do the right stuff, or tempting to do the wrong stuff.”

From his book, “Influencers do three things better than others. They are clearer about the results they want to achieve and how they will measure them. They focus on a small number of vital behaviors that will help them achieve those results. They overdetermine change by amassing six sources of influence that both motivate and enable the vital behaviors.”

The Influencer teaches how to master six sources of influence from psychology, social psychology, and organizational theory:

Personal

1-    Personal Motivation: Help Them Love What they Hate. Work to connect vital behaviors to intrinsic motives.
2-    Personal Ability: Help Them Do What They Can’t. Build personal ability to do behaviors through deliberate practice.

Social

3-    Social Motivation: Provide Encouragement.
4-    Social Ability: Provide Assistance

Organizational

5-    Structural Motivation: Change Their Economy. Attach appropriate incentives or sanctions to motivate people to pick up or stop vital behaviors.
6-    Structural Ability: Change Their Space. Things such as systems, process, reporting structures, visual cues, work layouts, tools, supplies, and machinery support vital behaviors.

Combining all six of these sources of influence help an Influencer overdetermine change.

I ask, “So tell me about your newest book, Change Anything.”

He responds, “We challenge you to escape the willpower trap and evolve a plan that works perfectly for your subject: you.”

He goes on, “When people can’t change, it’s rarely because they lack the will. They are blind and outnumbered: They’re blind to all but 1 or 2 of the 6 sources of influence… and there are far more sources under the waterline working against them than there sources acting for them.”

“People who see and use all six sources of influence are 10 times more likely to change and create change.”

“We all think we have the power to change just through our force of will. We know we should change. We want to change. But we don’t change!”

“That calls into question the belief that we actually do have power to change on our own. We call it agency.”

“The numbers say we don’t have as much as we think we do!” I pipe up.

He continues, “In the book we quote research that shows: 85% of efforts to drive new behavior in organizations fail. 87% of employees have suffered economically because they didn’t change. Only 1 in 5 American adults are financially prepared. Only 1 of 10 couples in marriage counseling actually stay together. 90% of those getting coronary bypass surgery are back to the same behavior within 2 years.”

Then his tempo increased, “4 years ago we studied 5000 people who tried to change. 4400 failed. 600 succeeded. How much more successful were the 600? As I said, they were 10x more likely to change. Why? They did 6 things better.”

He lists them, so I number them:

  1. They learn to love what they hate.
  2. They learn skills to do that they couldn’t.
  3. They recruit accomplices to help them change.
  4. They remove the accomplices that stop them from change.
  5. They use or lose incentives to help them change.
  6. They control their space, their surroundings, to make it easier to change.”

“They focus on the 6 sources of influence, 6 levers they can pull, rather than endlessly tugging on willpower alone.”

So I stop him, “So where do you begin? How does a business leader start?”

He responds, “Ask first… is the problem worth solving?”

He laughs, “My dad always said, ‘If something’s not worth doing at all, it’s certainly not worth doing well!’ So build a business case. In the hospital example we call it a clinical case. Is it worth it? Or more important, what happens if you don’t change?”

“Ouch!” I say, “I better stick with my green smoothies! So teach me to lose weight, what would you tell me to do?”

He eagerly responds, “Start with what we know. Calories. Eat right and exercise. Track progress. If you are normal you will encounter setbacks. Instead of being frustrated, turn a bad day into good data. You are a scientist. What were the ingredients of the setback?”

“Let’s say you stop at Starbucks, you are late for  a plane, you order a beverage with 3000 calories. Then later you say, Dang! That was a horrible thing to do for my diet. What was I saying to myself? I skipped lunch. I’ve been standing all morning, I deserve it. I’m worn out, I’m tired.”

“Should I say something else to myself?

“Identify crucial moments when I fail. The 6 sources come in when I light up an exercise strategy. Are there obstacles that I can turn into advantages. My plan is to run an hour for 3 days a week. Personal motivation. What do I dislike most? The place I run. Indoors? Go outdoors.”

“Do I love music playing? Download your favorite songs to your iPhone 5s. Get a carrying case to strap on your upper arm. Maybe there are a new pair of shoes to make it more pleasant.”

“That us Personal motivation.”

“Personal Ability? Learn more about running groups. Learn a new exercise for when it’s raining or my knees are sore.”

“Social motivation. Partner to run with, email a partner when you run. Have them email you also.”

“Social ability side. Maybe I need to work with my spouse to free up time with me in the morning, she fills in, then I help her out in another time…”

“Structural. Incentives work. If I can find short term rewards for myself it makes a big deal. Also, put skin in the game. Put something at risk.”

“My neighbor is on the Olympic Nordic combined team. His coach asked him to lose 10 pounds. Strict diet. Weigh food. Exercise. He decided to put a pile of $20 bills on the mantle. Every Friday his wife and daughter would evaluate whether he did good. They would so something fun or burn the $20 bill in the fireplace. Yale expert Dean Carlin studied that and found it is very effective.”

“Structural Ability. How about a heart monitor. New shoes. Identify more trails. Moving to a location on a trail. That is changing your environment to help you succeed.”

I interject, “So I’m stacking the deck every possible way for my success! Where does building a predefined plan fit in?”

He responds, “It would fit into defining Vital Behaviors. We often map out a plan, it really starts getting meaty when you get setbacks. Here is a crucial moment when you combine 6 sources of behavior.

“Who is the german general said there is no war plan that withstood the first battle? You have to extemporize. It was often cited by Henry Kissinger.”

“No plan of operations extends with any certainty beyond the first contact with the main hostile force.” – Helmuth von Moltke the Elder

I’ll try and find the quote. With the interview coming to a close, I ask, “Of the 6 variables, which is the one they don’t do? And what are the easy ones?”

He chuckles, “Couple of different answers. Easy answer, people are different. That is a copout. I was working with the leader of an addiction center. He said he  can put all sources in place for a Hollywood starlet, but they have to want to change.” Personal motivation is first. Agency, or what little they have.

He went on, “The ones they underplay the most is the social support. Adding a social element, getting a partner. Many times the people you think of as friends, are accomplices. They enable or discourage the wrong stuff. Your friends won’t tell you to lose weight, if you give them permission they will help you. If you don’t, they won’t.”

It finally dawns on me, “So I guess I get my friends involved, especially my wife Crystal. So what’s first, how to get started? Where do you begin?”

David concludes, “Is it worth it? What is your default future? If you don’t lose the weight, what will happen? Where do you want to be? Can you visit it and make it tangible?”

I start thinking that it’s hard to lose weight. But it’s also hard living life without losing weight. Which life do I want?

“Ok,” I respond, “I’m in.”

Long interview, breakfast is over. I order another green smoothie for lunch. 132 calories, light and lean. Fresh Pineapple, celery, other green stuff.  I wonder if I can do the same for dinner.

Time to change.

Author: Ken Krogue | Follow me on Google+
Summary of Ken Krogue’s Forbes articles

Brad Pitt, Oakland Athletics, And Moneyball: Still The Model For Change Management, Business Transformation And Predictive Analytics

This article about the winningest team in Major League Baseball this year made it to #5 on the Forbes Most Popular list. – Ken

Brad Pitt, Oakland Athletics, And Moneyball: Still The Model For Change Management, Business Transformation And Predictive Analytics

Brad Pitt, Oakland Athletics, And Moneyball: Still The Model For Change Management, Business Transformation And Predictive Analytics

I started writing this article from a hotel room in Oakland, California. I’m within walking distance from the stadium used by the Oakland A’s, the only professional baseball franchise that shares their playing field with the local pro football team in the country.

The Oakland A’s changed the way the game of baseball, and all professional sports are played. They transformed an entire industry forever by using math and statistics to choose players and make decisions.

Science over 150 years of art.

They figured out they are in the business of winning.

Just how good are they?

Moneyball by Michael Lewis inspired the movie by the same name, starring Brad Pitt

Moneyball by Michael Lewis inspired the movie by the same name, starring Brad Pitt

Billy Beane, who was played so convincingly by Brad Pitt in the movie Moneyball, is the General Manager strapped with one of the lowest budgets in the country out of 30 teams, yet they are tied for the most wins of any team in the 2012 and 2013 seasons combined (94 + 96 = 190 wins.)

As of today, half way through the 2014 season, they have 59 wins and 36 losses, the top record in all of Major League Baseball.

Is it working?

Results over time don’t lie.

A decade after the original Moneyball book written by Michael Lewis shared the secrets of using math to make decisions, the strategies are still paying off.

I loved the movie when it came out in 2011.

It told the story of the 2002 Oakland A’s, with a payroll of $41 million, who had to be competitive with larger market teams like the New York Yankees, whose payroll topped $125 million the same year. They were not only competitive, they tied with the Yankees at 103 wins, won the division and 20 straight games that year, and forever changed the world of professional sports.

In 2013 the Los Angeles Dodgers started the season with a payroll of $213 million, the New York Yankees close behind with a payroll of $210 million. Oakland paid out 60 million.

If you own or run a business, watch Moneyball. If you’ve seen it, watch it again.

The Oakland Athletics, led by Billy Beane, have mastered the concept of change.

We invited Billy to keynote our 1st annual customer conference in Park City at the end of May this year. He held us spellbound for over an hour. He swore us all to silence, so I won’t breath a word about the amazing stories and strategies he told.

Not a word…

Suffice it to say he is the real thing. Business, and entrepreneurs in particular, can learn a lot from Billy Beane and the Oakland A’s about change.

A lot of skeptics have come and gone. In 2011, Sports Illustrated ran an article, “The Art of Winning An (Even More) Unfair Game” with the introduction:

“Eight years after it forever shifted baseball’s tectonic plates, Moneyball is a Brad Pitt movie, but its ethos has changed. Intellectual firepower is mandatory, but no guarantee of success now that the game’s financial giants have cracked the code. Competitive advantage: Red Sox.”

Let’s see, hmmm, Red Sox 43 wins and 53 losses so far in 2014.

Billy Beane has changed things again.

What is change? It is to make a difference, to become different.

A person changes.

A team or business transforms.

When a consultant helps a business change they call it transformation because they can charge a lot more the bigger the word or phrase they can coin. You can’t copyright and trademark simple and clear concepts.

In education change is called learning.

In religion change is called repentance.

Same concepts.

Youth want to change the world and still think they can. Their elders worry they are too old to change, yet they often have the power and wisdom to effect big change, though young entrepreneurs who are successful often gain the power to affect big change, we just hope there is some wisdom also.

Technology is the lever of young entrepreneurs to make change. Science tries to explain why the technology actually works and whether it can continue to work.

The predictive analytics model that Billy Beane and staff use they call Sabermetrics. They find undervalued players who are much better than their paychecks indicate… using math.

Now I know what to tell my kids when they don’t like doing their math homework.

It pays…

Stay tuned, this is 1 of a 3 part series on Change Management and Business Transformation

Author: Ken Krogue
Follow me on Twitter | Follow me on Google+
Summary of Ken Krogue’s Forbes articles