Colin Savage

minimize the impact and the importance of the change of the time. Really give yourself some time to think about like, why am I really unhappy? What do I really want to do? I don't know what I want to do. What are some things I can figure out that might lead me? Have I thought in my head and built some scenario planning or I'm like, what's going to happen if we do it? Am I going to regret it?

minimize the impact and the importance of the change of the time. Really give yourself some time to think about like, why am I really unhappy? What do I really want to do? I don't know what I want to do. What are some things I can figure out that might lead me? Have I thought in my head and built some scenario planning or I'm like, what's going to happen if we do it? Am I going to regret it?

Regret's an awful thing or we're always going to have it. But I think you can minimize it if you've got a little bit of thoughtfulness around why you're leaping to change something. Is it really just today I'm having a bad day and I had a bad interaction? Or is it, you know what, it's been building up for a long time and I shouldn't be here. I need to go find a place in my tribe.

Regret's an awful thing or we're always going to have it. But I think you can minimize it if you've got a little bit of thoughtfulness around why you're leaping to change something. Is it really just today I'm having a bad day and I had a bad interaction? Or is it, you know what, it's been building up for a long time and I shouldn't be here. I need to go find a place in my tribe.

So I think, yeah, like a lot of those different components are really important for figuring out. Am I addicted to change or am I welcoming of it? And I'm using it at Yule to help me find a better place to rise.

So I think, yeah, like a lot of those different components are really important for figuring out. Am I addicted to change or am I welcoming of it? And I'm using it at Yule to help me find a better place to rise.

Yeah, and I think, so there's, this is, that's a great question again, Vin, and I did some soul searching in it. I have worked in a number of, both the mainstream and odd cases of change in a variety of different countries and industries or divisions. Potentially, there's two things I would want to start off with, and those are some misconceptions, some common misconceptions I see about change.

Yeah, and I think, so there's, this is, that's a great question again, Vin, and I did some soul searching in it. I have worked in a number of, both the mainstream and odd cases of change in a variety of different countries and industries or divisions. Potentially, there's two things I would want to start off with, and those are some misconceptions, some common misconceptions I see about change.

And again, we're talking like in an organizational or a business or even a personal professional way. And the first one is we have these people and I support them. Embrace change. Embrace change. Embrace change. It's the same thing as like you're embracing change for success. And then how are we defining success?

And again, we're talking like in an organizational or a business or even a personal professional way. And the first one is we have these people and I support them. Embrace change. Embrace change. Embrace change. It's the same thing as like you're embracing change for success. And then how are we defining success?

Is it simply a bunch of key performance indicators and some sales bigger than revenue? Is it just keeping people? Is it launching ourselves into a brand new space to be wildly successful? Is it keeping diets cool? There's a whole variety of different ways to do it and embracing change to success is fine, but don't do it just for the sake of success.

Is it simply a bunch of key performance indicators and some sales bigger than revenue? Is it just keeping people? Is it launching ourselves into a brand new space to be wildly successful? Is it keeping diets cool? There's a whole variety of different ways to do it and embracing change to success is fine, but don't do it just for the sake of success.

Because the true impact really come when you are, your guiding strategic and focus change. And that's a whole different arena with a lot of complicated parameters. And you asked me about some specific examples. So I think I've got two and I'm going to make them. Personal to me because change is personal.

Because the true impact really come when you are, your guiding strategic and focus change. And that's a whole different arena with a lot of complicated parameters. And you asked me about some specific examples. So I think I've got two and I'm going to make them. Personal to me because change is personal.

One example is going to be a bit of a surprise to people because they will have read, potentially, how traditional this country is. And this was Japan. So I lived in Japan, as I mentioned, for quite a long time. And then I worked with Japanese organizations for machines for an equally long period. And I found, yes, value and worth put on traditional practice. And that also varies across industry.

One example is going to be a bit of a surprise to people because they will have read, potentially, how traditional this country is. And this was Japan. So I lived in Japan, as I mentioned, for quite a long time. And then I worked with Japanese organizations for machines for an equally long period. And I found, yes, value and worth put on traditional practice. And that also varies across industry.

And lo and behold, I also worked in a very traditional industry, licensure. But from the outside, it does look like it's stuck. Practices are the same. They move along. So when I was working for one of the big organization, out and that, yeah, there wasn't a lot of, there wasn't a lot of airtime given to, hey, why don't we try this?

And lo and behold, I also worked in a very traditional industry, licensure. But from the outside, it does look like it's stuck. Practices are the same. They move along. So when I was working for one of the big organization, out and that, yeah, there wasn't a lot of, there wasn't a lot of airtime given to, hey, why don't we try this?

Or, hey, why don't we, why don't we consider something completely different? There was incremental change, change or introduction of new things. And then luck would have it, I ended up traveling to a developing market with senior people from that city and looked around and just started noticing dots and then thinking, hey, we could connect these dots. to make something unique.

Or, hey, why don't we, why don't we consider something completely different? There was incremental change, change or introduction of new things. And then luck would have it, I ended up traveling to a developing market with senior people from that city and looked around and just started noticing dots and then thinking, hey, we could connect these dots. to make something unique.