Colin Savage

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 there. 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 there's some misconception, 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 there. 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 there's some misconception, 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. 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?

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. 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 for success is fine, but don't do it just for the sake of success. Because the true impact really comes when you are guiding, strategic and focused change.

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 for success is fine, but don't do it just for the sake of success. Because the true impact really comes when you are guiding, strategic and focused 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.

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 overseas 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.

So I lived in Japan, as I mentioned, for quite a long time. And then I worked with Japanese organizations overseas 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, album 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.

They move along. So when I was working for one of the big organization, album 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 Don. And then thinking, hey, we should connect these Don to make something unique. And with the Japanese life insurance company, we're in Brazil, we're seeing something that's a bit unique.

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 Don. And then thinking, hey, we should connect these Don to make something unique. And with the Japanese life insurance company, we're in Brazil, we're seeing something that's a bit unique.

In Japan, one of the largest minorities are really, they are people who travel to Japan as youth. They have access to visas and other things, and they start their working life in Japan. So they're actually indoctrinated. They learn working culture from being in Japanese companies, a lot of them, and other work. They learn things like, hey, life insurance is important. You need to have it.

In Japan, one of the largest minorities are really, they are people who travel to Japan as youth. They have access to visas and other things, and they start their working life in Japan. So they're actually indoctrinated. They learn working culture from being in Japanese companies, a lot of them, and other work. They learn things like, hey, life insurance is important. You need to have it.

The discussion went, how are we going to go build this idea? And What came about was I learned that change, individual, team, and otherwise, comes from doing a lot of promotion. So Japan is a lot about individual conversations to get support or get direction. Big organizations are great at providing that direction, but often indirectly. There have to be acute conditions.

The discussion went, how are we going to go build this idea? And What came about was I learned that change, individual, team, and otherwise, comes from doing a lot of promotion. So Japan is a lot about individual conversations to get support or get direction. Big organizations are great at providing that direction, but often indirectly. There have to be acute conditions.