Reach YOUR Peak! Inside Scoop #6

RYP CoverOver the next couple of weeks I will be blogging about my new book “Reach YOUR Peak! Become CEO of Your Success!” and sharing excerpts of the 16 chapters with you. RYP is the culmination of four years of research and training that I have done and I’m very proud of the result!

The book can be read easily in a weekend but I encourage you to read each chapter and then reflect on the note section and “to do list” that you’ll find. Many of the suggested activities involve you talking with others who know you well and with peers in your workplace or industry. Treat each chapter like a mini-workshop and fully complete it before moving on to the next. RYP is built like a house – foundation, walls, roof, interior completion and finishing touches. Follow the plan, grow your knowledge and then move ahead to the next phase.

Today, we’ll take a look at Chapters 11 and 12:

Chapter 11 – “Neuroplasticity and the Turtle”

This chapter is really two parts of the same discussion about change. The first part of the chapter deals with the word “neuroplasticity” and the effect it can have on your ability to adapt to new things. I relate the story of a discussion that I had after a presentation to a group of accountants – very straight line, linear thinkers. One of the older members of the audience came up and told me that he thought he was too old to change and felt that some folks just aren’t made to handle different situations.

I did some research and found out that neuroplasticity means the “changing of neurons, their organization, and function via new experiences” or “such changes can occur as a consequence of many events, including the normal development and maturation of the organism.” In short, we are BUILT to change and absorb new things!

“We have established the fact that you SHOULD change. The VOWELS provide the roadmap for this process. We have just learned that with neuroplasticity, you CAN change- you are built for it.

The only real question left is this one…read it, then read it again, then put down the book for a minute, and read it a third time. This one is the basis of the whole process that will lead you to take charge of your career and think like a CEO:

Do you have the COURAGE to adapt?

Consider this quote from the late prime minister of Israel, Golda Meir: “Trust yourself. Create the kind of self that you will be happy to live with all your life. Make the most of yourself by fanning the tiny inner sparks of possibility into the flames of achievement.”

Wow, there’s another one you need to read a few times!”

The rest of Chapter 11 is about a turtle that my son got as a Christmas gift. He was a real turtle, but also a perfect metaphor for change. This turtle didn’t like being off the beach, or being shipped in a little box, or living in a new habitat in my son’s room with two other turtles. The turtle’s name was Shadow and he basically stopped trying to adapt to his new space and eventually died while the other two turtles thrived.

“So what do a 9 year old and a 13 year old do when they lose a pet? They could have cried or called a friend. Instead, they Googled it – why do red-eared slider turtles die? They got some interesting responses. One from a hatchery on the West Coast said that if turtles don’t like being off the beach where they were born, don’t like living in a new environment, don’t want to compete for food with the other turtles, etc, they have what’s called a failure to thrive. A FAILURE to thrive. I had been sharing that wonderful word THRIVE with folks all over America, and here it was on a computer screen in a completely new light. When I read the response, I got chills.”


Chapter 12 – “Your Personal SWOT”

In chapter 12, we tackle the topic of using a SWOT (Strengths, Weaknesses, Opportunities and Threats) to evaluate your business and determine what’s working and what needs improvement. Albert Humphrey of Stanford University is credited for coining this acronym and defining a SWOT as “a strategic planning method used to evaluate a project or business venture.”

To make the SWOT truly effective you must define the desired end state or the objective you want to achieve. For example, “What do you want your business to look like 12 months from now?’ Then you determine whether or not the objective is attainable given the SWOT results:

“The SWOT elements must be fully understood to be executed, so let’s look at each one individually:

Strengths: this refers to the INTERNAL characteristics of the business or team that give it an advantage over others in the industry or space;

Weaknesses: this refers to the INTERNAL characteristics that place the company at a disadvantage relative to others;

Opportunities: this refers to the EXTERNAL chances to make greater sales or profits in the environment;

Threats: this refers to the EXTERNAL elements in the environment that could cause trouble for the business.”

In the next blog, we’ll take a look at Chapters 13 and 14. To order the book or the E-book now, go to my website at and look for the link on the Homepage or go to the Products page. If you have any questions, don’t hesitate to reach out to me at


Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google photo

You are commenting using your Google account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

%d bloggers like this: