Russell Bishop- Workarounds (Unplugged)

8/7/2019 Russell Bishop- Workarounds (Unplugged)

http://slidepdf.com/reader/full/russell-bishop-workarounds-unplugged 1/17

WORKAROUNDS (Unplugge A conversation between Russell Bishop & Moe Abd

www.33voices.com



Workarounds (Unplugged) Russell Bishop with Moe Abdou

33voices.com 1

About Russell Bishop & Moe Abdou

Russell Bishop

Russell Bishop is an author, consultant and a business strategymaven. His latest book "Workarounds That Work: How to ConquerAnything That Stands in Your Way at Work" is a 21st blueprint to peakperformance. As an accomplished entrepreneur and consultant toleadership teams around the world, Russell has become a recognizedexpert in personal and organizational transformation, helping individuals

and companies create unparalleled success.

Moe Abdou

Moe Abdou is the creator of 33voices — a global conversation about thingsthat matter in business and in life. [email protected]

www.33voices.com




33voices.com 2

Russell this is a real treat for me. As I briefly mentioned to you, I havebeen a big fan of yours for a long time. It’s very rewarding to finally seethe book that you’ve put out - Workarounds - that now I think will exposethe world to the kind of work that you do. I thought it would be a good starting point to kind of get your perspective on what really inspired you

to write this book?

Thanks, Moe, I appreciate the opportunity to chat with you. In terms of whatsits behind this book, I spent 35 years in organizations working with individualsand teams but mostly with teams on how do you make your plans real. It’s onething to have a good plan. It’s another thing to execute it.

In the process of doing that especially in medium and large sized organizations,there is all these roadblocks. Things you have to overcome inside yourorganization. If you have a small business, you may have to workaround the

roadblocks of the big business you’re trying to sell to. Workarounds has justbeen a natural theme of what I’ve been doing. When the economy cratered,some of my clients started really hurting in the notion that we lost a lot of jobsbut the work didn’t go away.

Those of you who are working in jobs have probably noticed you got the workof two or three people to do; hurdles and barriers and complex systems andinappropriate processes and maybe just plain old resistance from fatigue of other people is in the way. So I think that it was a timely book. My publisherwanted it done in a fast track so we cranked it up and here it is.

Good for all of us. Russell, I was explaining to somebody yesterday, thattech enthusiasts use the term hack to define a quick way to build something. I gave a really good friend of mine the book the other day, and he was wrapping his arm around it when he asked, what is a workaround?So I try to use the word hack to say it’s similar to that but it’s a moreeffective way to get things done. Would you say that Workarounds is asimilar philosophy?

Yeah. They come in flavors. The original bug in the computer world wasactually a bug. It was moth that had flown into a relay on an old IBMmainframe. When they found it, they literally taped it in the logbook andcalled it a bug. That’s where the term computer bug came from.

As bugs proliferated, workarounds were temporary patches and they wouldeither get over the bug in your system. They were characterized as temporarilyeffective, but fragile. There were these temporary fixes that you really neededto do some larger work on. That’s kind of one way to think about it.

www.33voices.com




33voices.com 3

In today’s world, however, it may not be so much as a temporary fix; kind of like a jerry rig sale, you know, if your mast breaks, you got to get something up.You wouldn’t want to try to sail across the ocean on a jerry rig but it does getyou moving.

The notion that a workaround gets you moving is kind of a commondenominator. But in today’s world, you may workaround a complex process tofind an even simpler one that is both stable and effective. I think that’s wherewe’re really trying to move is how do you get simple stable and effective inplace as much as you can.

I know that you have always talked about that this whole process of workarounds and just effectively getting things done really starts withmindset. What I’d like to know, because I know you’ve worked withhundreds of executives and thousands of individuals out there have been

exposed to your work. I see that human beings tend to gravitate moretowards things that we can’t control as opposed to things that we cancontrol. Talk to me a little bit about the shift in mindset that will enablepeople to start to think about workarounds truly as an effective way toget work done.

I think it’s that question I suggested a moment ago, we have exploding volumesof work out there. No one really has the time to sit down and deconstructprocesses and reconstruct them. It’s going to be pretty much a work on the fly,don’t worry about getting something - what I call perfectionally correct.

Let’s instead focus getting on directionally correct.

That then has the notion that change and improvement will be iterative prettymuch like you know the second that Apple releases the next iPad, thegeneration after that is already in development. It’s not about getting thekiller app that’s done. It’s about getting something effective moving so you caniterate on it. That’s the mindset we need to adapt more of. Don’t worry about

perfection, let’s get it moving.

The second piece of that is don’t worry about what the other guy is doing, askwhat can you do? What can you do that makes a difference that requires noone’s permission other than your own? That one question I cannot tell youhow many issues that has unblocked problems that have been solved simply byasking, what can you do on your own? It’s just huge in businesses large andsmall with individuals and their own portfolio management. You know what canyou do that makes a difference?

Why is it so difficult for people to continually ask that question?

www.33voices.com




33voices.com 4

I think there are all kinds of reasons. One of my favorite things; if I want toenter the blame game which I don’t often do but the one thing I love to teaseabout is I think spelling tests screwed us all up. Now, you remember spellingtests?

Yes I do. I’m glad I don’t have to take anymore of them.

Yeah, there you go. But let’s imagine there are 50 words on the test, and you

spell 44 right. How many did you miss?

Six.

When the paper came back, what does it say on top and in what color?

Forty-four minus six in red.

Minus 6 in red is what most of us got. Some of us were fortunate enough to getplus 44. But most of us got minus 6. Now how do you improve on minus 6? Minus5? You’re less negative. You’re less dead. If you think about most people havethat kind of deficit instruction. What’s missing? Not, here is what you did well.Here is how to do even better next time.

What that begins to suggest is that no matter how good I do, I’m going to getcriticized. For a lot of people that means don’t even bother because we’ve hadway too much criticism already. So a lot of people just stop and just go, I’llfollow but I won’t lead. Why, because there is less risk of being criticized. Ithink that’s a huge piece.

Russell, doesn’t that start then at the top? I mean, doesn’t this become acultural thing within organizations large or small, this whole mindset of trying to take incremental steps to get things right?

I’ll tell you what, if you work in an organization that has adapted that, youprobably work in an organization that’s fast, flexible, and nimble. All thosethings where you all say we’re going to do and then all we do is put up aDilbert mission statement that says we are. It really is enabled from each and

every individual from the top to the bottom.

I did a project a few years back for a hospital group in Florida. They had hugeproblems; big patients, safety issues, the accrediting agency was going to yanktheir accreditation. You get the picture, big issues. We had 450 managers andnurse supervisors, everything from janitorial services to the C-suite in the room.

www.33voices.com




33voices.com 5

We had all the issues and the scores up in big posters around the room. So theywere kind of in their face about what you’re up against.

We just asked the one question, I said, take a sheet of paper out and writedown as many answers as you can come up with to the question, what could

you do that would make a difference all on your own? Then they had to takea second sheet out and say, what could you do if you had permission approvalor cooperation and from whom?

We had them take the second sheet of paper, stick it in an envelop, seal it, itwas prepunched and we put it in a ring binder for each participant and said,don’t even look at that list for a month. Instead, only work on list 1. Whatcould you do?

They came back a month later and that room was abuzz and we had

microphones spread around and said, what are you noticing? People go, this isgood and this is exciting and this is moving and that’s great and so on and so

forth.

We said, great, take out list 2. All those things that you could do better if onlysomebody else would. Pull it out - quiet all of a sudden, buzzing again, what doyou notice? Moe, goes to the mic and says, “Hey, on my list I said, my jobwould be so much better if only that Russell guy would” and he did. Notbecause we had a conversation but because it was on Russell’s list.

That shift of the entire mindset at that hospital, is that any issue I can dosomething about. What they did was they solved 70% of their performanceissues in that month -literally. The rest of the 30% were structural, strategicinfrastructures, things that took a lot more work and collaboration to get to.But the point is you can get 70% out of the way, just on your own.

Russell, isn’t that a great metaphor for life? When you really boil it down,it really comes down to what we control. If we, as human beings, focus onwhat we control, not only will our professional lives improve but certainly it will have an impact on our personal lives.

No question and it works in layers. The first thing is just self confidence. Themoment that the person out there is going; Oh God I can’t, or I’ll get creamed,or I’ll get criticized or whatever. As soon as they come up with anything — andI don’t care how small it is. If you can do anything that makes it just a little bitbetter, it’s in your own best interest to do so. Even if you’re right, the otherguy is all screwed up and they’re making it difficult. Fix your own piece as bestas you can.

www.33voices.com




33voices.com 6

As soon as you do that, some part of you will go, “Hey, I did that.” And thenthat’s going to be encouraging and you’ll say, “Is there another thing I can do?”There is that old story about success breeds success. As soon you get themomentum, as you get that thing moving, you can keep choosing and choosingand pretty soon those incremental improvements wind up to be something

quite noticeable.

No question about it. Russell, you are a master at framing the rightquestions and questions, I believe are part art for you. I also know youhave some techniques. Can you share some of that?

It’s so fundamental. The word education is a word we’ve all heard and veryfew of us have experienced. Most of us have had schooling and training andthat’s where they unscrew your head, pour stuff in, and then you have youregurgitate it back out.

Education is a Latin root word that means either to lead out or to draw out.The ION on the end of the word means it requires actions. Education is a wordthat means to lead out and act on or to draw out and act on. That’s what

Socrates did.

The notion that if the student can frame a question, they have enoughinformation to begin finding the answer and hence, I always turn everyquestion back as another question, what could you do? What part of that isyours? Could you imagine?

As soon as you get a person thinking solution, it literally changes theneurochemistry. It literally changes the part of the brain that’s being accessedand it unlocks the person’s ability to get somewhere. It’s an amazinglypowerful thing. So all I try to do is try to listen for the part of the person

that knows there is an answer and encourage them to access that.

So if organizations and/or if individuals before jumping to conclusion cantake a moment, step back, frame the right question, progress and solutions would probably be a lot more forthcoming would you say?

Well absolutely. Part of what you need to do is you have to reward people fortheir curiosity.

Here is a really interesting thing, very few of us like to hangout with peoplewho complain all the time unless you belong to what I call the ‘ain’t it awful’club. Those people just complain all the time. They do one-downsmanship. If you think that’s bad, wait until you hear this, you know that kind of stuff.

www.33voices.com




33voices.com 7

Most of us had enough complaints. However, here is a very counterintuitivething. The person who complains only complains because they could imagine itbeing better and they’re not willing to risk doing what it would take to make itbetter. So think about that one for a minute.

The next time someone comes into your office to complain, once you saysomething like, “Wow, I’m so glad you care that much.” Geez what could youimagine being different? What would it look like if it were different? Whatcould you do that could make a difference that requires no one’s permissionother than your own? And use that complaint to turn that person’s brainaround and have him become part of the solution not stay part of the problem.

That’s a great piece of insight. In fact, I shared that question with my team about two weeks ago when I exposed them to this work. Over the last14 days, strategically, I’ve kind of stepped out in a lot of the things that

need to get done. I’ve just been observing over the last two weeks, at thebeginning of this year.

Not only do I see a greater level of inspiration from them, but I also see aheck of a lot more getting done. I’m going to keep my fingers crossed thatthis is certainly a path and something that will kind of transform some of the workarounds that we’re trying to accomplish but I know it works.

What’s really powerful about this, you know, it’s kind of odd that it took me30-some years to recognize that something this simple is that powerful. Is that,

nobody ever hired me because they were looking for a strategy. I used to say, if you’re looking for a good idea and you send me to a conference room, youprobably have to send a search and rescue party for me sooner or later.

But if you got a strategy, I can start asking a dozen questions which will helpyou create different things you can do. I don’t care what the strategy is. Idon’t care what your management philosophy is. I don’t care if you want to behierarchical or if you want to be as flat and lean as possible. I don’t care if youwant to go from good to great. I don’t care if you want to search for excellence.Take any of the management fads and theories over the years; I’ve workedbehind all of them.

The only question is - not is it the right theory or is it the right strategy? Hell,you can make any of those work. It’s, are you allowing people, encouragingpeople, and inspiring people to do what they can to move it forward? Assoon as you get that into your DNA, it doesn’t matter where you are, there isalways the next improvement. It doesn’t matter how good it’s going right now,

www.33voices.com




33voices.com 8

your brain will start to imagine even better. That’s a lovely energy to workinside of.

No question about it. I know Russell, you talk about the process starts withintention and then accountability, and then the way that you describe

responsibility. Can you demonstrate that process for me kind of in asimple workaround that you’ve done for yourself?

Sure. Intention simply means that if you want to see anything change, the firstthing you got to do is get an image in your mind and commit to it. The secondpart, accountability, means if you’ve got an image and you’re committed, areyou really committed? Meaning, are you going to own the outcome? Not justown the credit own the blame, own the outcome.

If you got a clear intention and you own the outcome through your

accountability, your ability to respond simply says, well if that’s where I’mheaded, what are the responses or choices available to me? What are theoptions? Then assess the options against, do you have the resources? Do youhave the capability? Do you have the skill?

There maybe a really cool option and you just don’t have the capability ortraining in that one. So you may need to pick up “lesser options” a lesserresponse. But when you’ve got ability for it, get it going. So, intention - ownthe outcome, choose something, get going. You may have to come back tointention and accountability again to keep it going, so with that little

framework in mind.

My first job out of college was with Pacific Telephone. I was hired to sellcomplex switching equipment that was designed to get rid of the old cordtelephone boards you see in the old movies. So, you know how old I am. Ifinished my training, all the techno stuff and I wind up in the floor with all theother sales people.

They started saying, “Kid you’re going to get your lunch handed to you by thosepeople in the plant services” — the ones that do the installation. “Really? Whyis that?” First, you’re college punk and second, they’re just going tell you howbad your designs are and they can’t be done and all that kind of stuff. Soyou’re going to live through hell trying to get your things installed. I figuredalright. They’re probably telling me something that’s true. You got to have acooperative environment with your plant services people but nobody had evertold me about that before.

www.33voices.com




33voices.com 9

My workaround before even getting in trouble was I marched myself two blocksdown to the building where the plant people lived and I walked up to this oldgrizzled foreman and I said, “Hey, I’m this new punk from sales. I understandwe make it really hard for you to do your job. What is it we do?” Instead of going and saying, “Hey, I understand you guys are SOBs and you screw us up” I

turned around I said, “I think we screw you up. What does it look like?”

The guy is stunned. He looked at me and he says, “Well, son….” he literallycalled me son and put his arm — he actually called me sonny, put his armaround my shoulder and says, “We’re going to get along just fine.” He startedshowing me all the things that people did that made mistakes like they didn’tthink about that’s a solid concrete wall. How the hell are you going to pullcable through it? Things like that.

My installations went smooth. They were relatively easy. This guy was always

willing to send somebody out and help me survey the thing beforerecommending the system. We got along great.

This has been a philosophy of life for you Russell from the beginning.

Well, you know, just the school of Hard Knox. I learned a lot of this just out of necessity and some of it probably just by divine luck.

Russell, notoriously, we’re a society of people who are just really poor atfollow up. Procrastination is probably something that almost all of us deal

with. Give us some workarounds for follow up avoidance.

I think it’s an odd thing. Procrastination is a word that starts with a little tiny

word pro. Now does that have a positive or a negative connotation?

Positive.

Because it means for or in favor of. The middle word, CRASTI, comes from theLatin word crastinus which means tomorrow and the last part of the word, theATION, means requires action. So procrastination literally means for tomorrowsaction.

I’ve always wanted people working for me who are high poweredprocrastinators, not avoiders but people who were thoughtful and said, this iswork for another time. It doesn’t have sufficient value right now. I’ll focus onthe higher value stuff right now. That’s a huge shift.

That’s a huge shift that I just got listening to you.

www.33voices.com




33voices.com 10

So, now, what that says is there really are things that should be avoided. Nowwhat people call procrastination is the kind of activity that they either don’tlike doing or they can’t imagine doing and succeeding. That’s different.

Typically I would think that, you know, I tell my kids a lot, we tend not to

do what we don’t like to do.

So then we need to ask ourselves, what is it that I don’t like to do it?Sometimes we don’t like to do it because we have no clue what the value is onthe other side.

If you’re a manager listening to this and you’ve got anybody working for you, if you’ve got a small business and you’ve got people who are going to work foryou, help them understand why something is important not just what to do.

In fact, when I worked with organizations that are looking to restructure theway work is performed, I encourage them to avoid job descriptions. That’s apretty radical thought. But what I mean is, if your job description tells me dothis, do that and do the other thing. I mean, at some point you’re looking for arobot. You don’t need a person with a brain. But if you rewrite a jobdescription and say, you’re responsible for producing these results and you’vealso got that question what can you do that would make a difference?

Now what you’ve encouraged me to do is think about the results, think abouthow we get there, think about how to do what I call build my contribution

capital. Can you build a contribution bank account? Invest in your own self byinvesting in the success of your organization. Wonderful things happen.

Amazing what a little perspective would do, the perspective not only thatyou share in the book but you just shared in the last 10 minutes alone I think is priceless.

Give me an example Russell, you’ve worked with a lot of various successfulpeople. I know that it takes time to start to implement these processes.Tell the difference in a meeting for example of an organization 60 daysafter you’ve been working with them. When you first start working with an

organization there at X and just whatever it is that they’re doing to runtheir meetings and then 60 or 90 days later, after they have been exposed to your material and your work, what’s the difference? What happens inthat period?

One of the things that most organizations will find is that at least 30% of theirmeetings literally go away. There is a reason for that. There is actually a

www.33voices.com




33voices.com 11

couple of reasons for that. One reason for that is that people misuse timetogether.

One of the most common things that you do in a meeting that’s the leasteffective use of time is to give and receive updates. If you’ve ever been in one

of those PowerPoint fests, it’s crazy. All someone is doing is telling you whatthey did. Like who cares, put that out over in a website some place and letpeople look it up if it matters. Instead let’s make our meetings about whatwas accomplished and lessons learned from it. What are you trying toaccomplish? What’s in the way? Tie all of that to your strategic goals.

The only thing that we really care about is, are we moving towards whatmatters? If meeting restructure and you said, the purpose of the meeting is,it’s tied to this particular goal or set of goals. Here is what we’re looking for inthe meeting. Do we need a decision? Do we need creative brainstorming? Are

we looking for ways to workaround problems? That’s the kind of meeting youwant to have. We can find much more creative things to do in terms of how toupdate people on activity and progress and all that kind of good stuff. That’sone thing.

Another thing that we tend to get rid of, it’s hard to get rid of it completely in60 to 90 days, depending on the size of the organization. I like to target what Icall consensus constipation. Organizations are so worried that somebody is noton board, that they come through all of these elaborate stultifying buy-inprocesses. We got to get everybody to buy in. I used to think that was true. It’s

part of that egalitarian and will everyone contribute. Well not everybody wantsto contribute.

So what I strongly recommend and this is what happens, I did this with anaerospace project that were building something called the airborne laser whichwas literally a Star Wars thing and kind of a 747 designed to shoot down amissile. When they did the first round of the project it took them three yearsto be able to test fire it one time. The government was just a little bit PO-edbecause it was supposed to take a year. Okay, we’ll give you another round of funding but you better get it done in a year.

And all the team, not all the team, most of the team — and these are rocketscientists — that can’t possibly happen. What do they think we are, stupid? Butthe team leader, a guy named Armando said, “I got it. We can do it.” And I said,“Armando, don’t worry at all about who is not on board.” Instead, let’s findout who gets it, who wants to go with it, who is committed and the train willleave the station. He says, “What about all those other people? They’re

www.33voices.com




33voices.com 12

important.” “Oh really? They’re so important that you got there three years,two years late?” Let’s think about that.

So there is two categories of your cynics that you’re trying to get buying from.There is the cynic or critic who cares. So that’s the one who complains because

they see it could be better. Don’t worry about them, as soon as the train leavesand results start to show up, they’re going to want to jump on board.

Then there is those who don’t care. Their only job is to slow it down and makeyou look bad so they can try to look good. They’re going to wind up beingdistanced from everybody else. Pretty soon, and this literally happened on thisproject, the chief complainer, resister, saboteur wound up resigning becausehe had nobody else to play his ain’t it awful club with.

Overcome consensus constipation by committing to movement not

committing to buy in.

I can just visualize the energy in the room when people start to carry thatperspective.

Oh, it’s awesome. I mean, in this particular program, you know, some of it Ican’t really talk about but some of it I can’t because some of it is in the book.They got the second test firing done in one year and two days. So they missedtheir target by two days, nobody really cared and then three months later,they actually had the successful shooting down of a missile launch from the

South Pacific.

Do you think those people went nuts? Completely. So yeah, it’s very, verypowerful when people…because it builds momentum and as soon as you get thefirst success, you build on that. And then you just keep going and going andgoing.

Russell there is an awesome section in the book on email etiquette. And it goeswithout saying that nowadays we’re all bombarded with emails. Tell me howyou manage your inbox?

What happens internally and what happens externally. There is a whole host of email sins. Everyone knows the thing about all capitals, you’re shouting and allthat. That ain’t what we’re talking about. How many times have you gotten anemail and then had FYI in it?

Tons.

www.33voices.com




33voices.com 13

When you look at it, did you find any information in there that you needed?

I knew that was coming, probably not.

The problem is sometimes there is but most of the time it isn’t. Most of the

time it’s just somebody going, maybe they want to know over to, I’m going tocover my butt and give it to him so I have more people to blame if it blows up.

What I’m fond of is inside the email, start with purpose why are you gettingthis? Outcome, what are you hoping for me to do by getting me the email?Action, what are you asking me to do with this? So now I know how to filterwhat I’m about to read. By the way, if you have to send an email and includepurpose, outcome and action, it gets you much more crisp about what goes inthat email. That improves a ton.

Context, most emails lack context and you just hope the reader is going toferret it out. That’s why most people open and close their emails going, I don’tknow what the hell this is, next.

The second biggest problem maybe the first biggest problem. That’s thesubject line is wrong. How many times have you got to forward, forward, re,

re…?

All the time.

How does that help? In fact, you probably opened up a message that’s been re-ed a few times and now it’s got an entirely different subject inside of it.Change the subject line when you send it back.

One of my favorite things I picked up from someone I used to work with atDavid Allen and myself named Sally McGee. She suggests a little two lettercode in the subject line. AR means Action Required so that right away I knowwhen I look at it there is action required of me. So it’s sets me into the emailand then of course you can put some more in the subject line, AR - Action

Required about the sales project for XYZ corporation or whatever.

RR means read and respond. It means there is nothing to do but a response isnecessary so maybe they need my opinion on something or whatever. RO justmeans read only. It’s a form of For Your Information. It means you need toknow it but there is nothing to do with it. And then literally just FYI is the codefor general background that you might want — really not even a need to read it

just keep it in case you need it for later.

www.33voices.com




33voices.com 14

Those little codes help a lot in just getting people to speed through whatthey’ve got in front of them. Obviously, action required, read and respond,take priority. That’s how it’s done.

Absolutely brilliant. Russell, let’s wrap up with two things. Number 1, from

all of your work, what is the one thing that you always want people not toforget?

The most important thing to remember is that if there is going to be adifference made in your life it’s going to be up to you to do it. I stronglyencourage you to think about what’s the life you want. What’s the life youdeserve and what can you do to create it as opposed to what’s the life you’resettling for. Again, if it’s going change, if it’s going to be improved, it’s going

to start with you.

When people pick up a copy of Workarounds or the people who have a copy of Workarounds that are listening to this, how would you…I look at it for me as something that’s going to sit on my desk and that every time I need something I’m just going to flip through the pages. It’s a blueprint for me.How do you recommend people get the most out of this book?

Well, there is a diagram in the very front of the book. In fact it’s the onlydiagram in the book. For those of you who are listening, if you imagine youhave a sheet of paper in front of you and the sheet of paper represents yourentire world, in the middle of the sheet of paper, write the word, control and

put a circle around it.

That represent all the stuff that is something in the world around you, here iswhat you can control. It’s not that big but you have to write it and circle it soyou can actually read it. But that’s the part that says, what can you do that

would make a difference requires only your permission.

Draw a second larger circle around the inner circle and write the word,influence. That’s where it says, of all the stuff that’s happening in the world,here is a little piece you can control, what’s the stuff you could influence butyou probably won’t be able to influence if you haven’t controlled what you canfirst. Otherwise, you’re just going to sound like a whiner, complainer, blamer.And then the rest of it is just called the environment.

The only thing you can do there write the word respond. Most of us arespending most of our day thinking about how to respond to stuff that appearsto be external. We rarely respond effectively if we haven’t controlled what wecan and then sought to influence the rest.

www.33voices.com




33voices.com 15

Any organization that controls what it can and influences what it can, is goingto be in the best position to respond to a changing economic condition, adisruptive technology, a competitive threat, an upset customer, that’s what Iwould suggest keep thinking about am I truly responding to an external or isthis about controlling what I can, influencing what I can. That’s the master

workaround mindset.

What an inspiring, amazing way to start the year in just shifting our mindset tounderstand that each of us has the ability to really implement everything thatyou have in Workarounds.

Obviously, we’re gong to keep your profile page on our website always updatedbut how can people continually keep up with the work that you’re doing and

get involved in any programs that you’re offering?

My website is my name RussellBishop.com. If you go to RussellBishop.com, rightnow, you can pick up a free chapter of the book. There is an offer there thatsays if you buy several copies of the book we’ll even throw in a free coachingsession for you. An offer I’ll make here is if you buy 10 copies or more, I’ll do afree team coaching for you and your leadership team, your management team,the group that you belong to.

There is a place to sign up for what we call insights and updates and that willbe a dynamic form of newsletter so not the average here is the thing to try topitch you on something but real insights gained from real people in the field.

That’s a little bit of what you can do.

You’re a master and I appreciate your time. I’m grateful for the work thatyou’re doing because we’re all better of for it.

Anybody listening to this by the way, if you got any questions, drop me anemail to [email protected]. I’m happy to answer if I can.

Should they put AR in the subject line?

AR, RR, what are you asking me to do.

Thank you so much.

It’s my pleasure Moe. I’m really glad I could be with you

www.33voices.com



We believe that the best version of yourself is when you don’t have to

choose between doing what you love and making a living. So if you’re stuck

or simply want an extra spark of inspiration, please tell us how we can help

FeedBack

What Are You Struggling With?

ASK A QUESTION THINK WITH RUSSELL

www.33voices.com

http://www.33voices.com/russell-bishop






Russell Bishop- Workarounds (Unplugged)

Documents

Transcript of Russell Bishop- Workarounds (Unplugged)