Keeping It Simple Isn't Simple

Ever since making "Keeping It Simple" my main goal I have kept a sign that says "KISS - Keep It Simple Stupid" where I can see it all the time I'm at my desk and computer.

It is so much easier said than done. I wrote a blog a few weeks ago about keeping things simple, and making it my top goal for 2008. Not a SMART goal - but certainly a behavior shift that can keep the main things the main things, and keep me from - as a former boss put it - "getting tangled up in my own underwear." Homely little description, and funny, but if you've been there, you know what it means.


I have made a conscious effort to simplify things - and have been successful in looking at a number of issues and cutting through self imposed crap and being better for it. Progress is being made - some underwear has definitely been untangled.


But at the same time, it continues to be tough to untangle and get going.

A story to illustrate the point:

I am looking forward to a flyfishing trip with my son in law in the mountains around Lynchburg VA at Easter time. Really excited about it. I've been researching the flies that are most likely to catch trout at that time of the year in that area. Turns out there are a lot of them. Plus, every flyfisher has their own favorites. And the magazines all have killer patterns. And even the patterns that are personal favorites have many variations. And then the question of what sizes to tie ........ Do you see where this is going?


Every time I sit down to tie flies, a decision has to be made as to which of twelve patterns to tie - in what colors - in what sizes - in what variations. Talk about getting tied up in one's underwear! This is supposed to be fun - not an exercise in frustration.

Uncle Jimmy - the ultimate minimalist - a product of the Great Depression and World War II -one rod, one reel, two flies that he tied just before going fishing - one brown, one black. And did he catch fish! If he could see the equipment, the materials, the books, the videos, the magazines that I have accumulated, he'd just shake his head and roll another cigarette.


How to get out of this self inflicted, flytying rat trap? The first step is to simplify - reduce the number of fly patterns down to three - a tough thing to do. And then pick just one hook size, and then take action - start tying flies. Replace this process and analysis paralysis with some straightforward action. I'm gonna feel a lot better for it - I know it. I'm gonna keep it simple - or at least simpler.


This behavior of getting tied up in one's underwear will happen again and again. It's been a part of my behavior for a long time. But by keeping my KISS goal in front of me I'm going to do a better job of recognizing it and taking action to stay out of it. I'm going to have to replace the behavior I don't want with KISS behavior.


Keeping it simple isn't simple, particularly when our behaviors, our values, our skills all have been conditioned to complicate matters. And let's face it- a lot of things are complicated. But we all can be more effective in every part of our lives by adopting a behavior of action, rather than of analysis paralysis. If you see your own behavior in this confession of mine, press on, persevere and open up a whole new level of effectiveness for yourself.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog:http://multiplysuccess.blogspot.com

Copyright 2008 All Rights Reserved

How To Choose Your Response - The 24 Hour Rule

Choose your response - how do you do that? In the face of being flamed in an e mail; getting a less than favorable performance review; receiving poor customer service; getting a rejection to a sales pitch; being pressured by a sales pitch; feeling a sense of obligation to respond; or any of a thousand other ways, how do you choose your response?

It ain't easy, but the answer is to invoke the "24 Hour Rule." That Rule states that, except for life threatening emergencies, you have 24 hours to respond to most events. The Rule says that instant response is, in most cases, not best response. The Rule says that quick response favors the person or event that put you in the position of having to respond. The Rule says that taking the time to choose a response favors you - it shows emotional maturity and the ability to respond effectively. The Rule also says that most things that have the potential to create instant response, such as being cut off on the freeway, aren't worth any response.

The Rule provides the space to consider alternatives, consult, get advice, information and facts, and see the situation from different perspectives. In most situations, that results in a best possible situation.

Let's face it - in work, there are many situations where a response is expected right away. It would be suicide not to give an immediate response. But that response can be shaped as a request for the time to take action to get facts, touch base with others, look at alternatives. Rarely will the situation call for a snap decision based on incomplete information and analysis of alternatives. If a person demands an immediate response, there's a good chance that action, rather than decision, will be acceptable and expected, as long as the request includes a time commitment.

On a different level, a story about car buying and the 24 Hour Rule:

My daughter was shopping for an almost new SUV. She had found one in her price range, but it was a dull color and she was really not very interested in it. On the other hand, she needed a newer vehicle, it was in the price, age and mileage range, and it was the brand she wanted, and there didn't appear to be many on the market. Plus the salesman told her there were other people interested in it, and she should act now to buy it - or face the possibility of losing it. She called me; we talked about what was good and bad about the deal. I told her to remember there is always another vehicle; and if she really didn't like the color, that was an acceptable reason for passing. She passed. She spent a week or two looking at other SUV's. After about two weeks, the salesman she passed on called: he had an SUV that fit all of her requirements, and it had all the bells and whistles, and it was a great color. She bought it - she's happy. She would have hated that first SUV - she would have regretted not waiting. The 24 Hour Rule worked for her.

A suggestion: Take an inventory of your own decisions. Do you act impulsively on things? What price have you paid for acting on impulse? Do you have regrets or an "if only" feeling about decisions, actions, purchases that you have made? If you do, put the 24 Hour Rule in your self talk. And the next time you're tempted to respond immediately, ask yourself if taking 24 hours to choose your response can help you make a better response. I guarantee that in 95% of your situations, that time will be well spent.

Replace the " act in haste, repent at your leisure" behavior by using the 24 Hour Rule - it works.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2008 All Rights Reserved

Keep It Simple - Become More Effective

Keeping it simple and becoming more effective go together.

It occurred to me while doing my 2008 goals, that I was making things a lot more difficult and complicated than I had to. Then it occurred to me: my Number One Goal for 2008 is to "Keep It Simple." I know, that doesn't meet the standards of SMART goals - specific, measurable, achievable, realistic, and time specific. But what a relief to just say "Keep it simple, Andy" - very liberating - and with great potential to improve my effectiveness


It's not an easy goal. There have been so many years of putting together really specific, milestone charted, correctly stated goals and supporting plans. It's going to be a real trip to just go for the most important things, keep my eye on the ball, and keep telling myself that simple is good and complex is bad. A "ready, fire, aim" behavior. It's a real behavior shift - but I can already see how it can make me more effective and successful.

Let's face it, most of us know what we need to do, we know how to do it, and we just need to get on with it. And that's the rub - at least for me. It's easier to plan than to act - it's easier to consider all the pro's and con's than to act - it's easier to make things more complicated than it is to simplify - it's easier to analyze all the consequences than it is to act. And in all those perfectly legitimate functions lies the potential to fail. Preparation taken too far is a recipe for failure - and yet preparation seems to be leading to success. Up to a point it's true - after a point it's an illusion.

Joe Vitale, in his excellent book "The Attractor Factor" makes the statement that "money likes speed." Harry Beckwith, in "Selling The Invisible" says " don't let perfect get in the way of good." I think I know what they mean.

I'm going to start today to Keep It Simple. How? By not putting this blog away and coming back to it from time to time, and revising it and redrafting it. I'm just going to post it - now.

In whatever endeavors you find yourself right now, keep it simple. Keep it simple today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2008 All Rights Reserved

Think Outside The Box - A Key Question To Make It Happen

Think outside the box - how to do that? My experience tells me to look to others, ask the key question "what do you think?" and then use collective thinking to form a solution no one person would be capable of coming up with. The most important belief in thinking outside the box is that the product of focused thought and collaboration and communication of a knowledgeable group is the best way to arrive at new and unique solutions.


That belief starts with the understanding that each of us has our own set of experiences, beliefs, attitudes and values - and each is different. Sometimes very different. And those differences are where strength and competitive advantage can be found.


A story to illustrate the point:


In an aircraft component manufacturer, safety was a big issue. Lots of accidents, lots of lost days of work for valuable employees. The Safety Director was hauled up to monthly Safety meetings and given verbal beatings about the bad performance. He did all the safety things - posters, reports, supervisor training - but nothing changed.


And then the leadership of the organization changed - safety was just one of many performance problems.


The new leader saw safety improvement as a first priority. He also saw that outside the box thinking and behavior were needed. The first act of outside the box thinking was to recruit the collective genius of the experts already working in the company. Teams were established to deal with the safety issues that had caused the most injuries. The first question each team was asked was " What do you think is the cause of the problem, and what do you think can be done to fix it?" The teams were composed of the people that knew the most about the issues, the people most affected by the issues, and the people that could most effect change in the behaviors and conditions that caused the safety problem.


The Safety Director became the adminstrator and coordinator of the various team's efforts; the managers of the areas where accidents, unsafe conditions and unsafe behaviors existed or had occurred became accountable for the record of safety in their area; the periodic safety meetings were conducted by the leader of the organization.


No additional talent was added to make all this happen.


Within a year of this outside the box thinking and behavior, this business unit became the safest business in the corporation. I know that happened - I was the new VP of Administration that worked closely with the new President to make the changes that made safety performance a real success. That kind of outside the box thinking - new to what had been a very authoritarian business - was also introduced into quality issues, information systems changes, process improvement and a host of other areas.


In all these cases, the key question that started the process of improvement was " What do you think?" Behind that question was the belief that virtually all the issues in the organization could be solved - or improved - through the people in the organization. The result was an improvement in all areas of measurement - safety, productivity, on time shipments, reduction in scrap and rework, and increased profit. It wasn't easy - and a number of people simply weren't able or willing to change their own behavior and beliefs. They were replaced.


When it comes to outside the box thinking, this approach is outside the box for many organizations. But it works. And the challenges of making it work are minimal compared the the improvements in so many measures of success.


Here are some suggestions to make it happen:


Start with a problem that has high visibility


Assemble a knowledgeable team of experts - the people closest to the problem and to the potential solutions - the people who do the work


State the problem, and make it clear that all possibilities will be honored


Ask the question " What do you think?"


Create opportunity for communication and collaboration


Assure that filters to communication are removed - assure that communication flows in every direction - not just through one point of authority


Be patient - particularly in organizations where individual initiative has been squashed


Be ready to accept some findings and solutions that will be out of the ordinary


And then watch the energy and accomplishment grow.


Start today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot,com/

Copyright 2007 All Rights Reserved

Create Focus - Eliminate Self Inflicted Distractions

I was trying to focus on my 2008 goals; it's been tough going and my mind kept moving to all the other things I could/should be doing right now. And the idea for this blog came to me. A self inflicted distraction.

I have a lot of them.


My office is in my home - a source of advantage and challenge. Home offices make self inflicted distractions so much easier to acquire. As the year goes by, more and more shoulda's, woulda's and coulda's accumulate in my workspace. You know what I mean - the magazines that need to be read, the books purchased and waiting for attention, the projects that call for completion, the hobbies and interests that never seem to get the attention you'd like to give them. In my case, the fly rod in the corner, just aching to be tried out - the fly tying materials all ready for me to tie some flies.


You know, all the this's and that's that scream out for some attention. And shred our ability to focus on the important few things - and we did it to ourselves.


These distractions make it so easy to start one thing, and then, because it's not going particularly well, turn to one of the other things that ache for attention. The net effect of this scattergun of actions is that nothing gets done well - the operative word being "well." Multi - taskers may argue and say the more you heap on your plate the more you will get done. That doesn't work for me.


So, what to do about this all too common drain on our resources?


Here's my list of actions to take to reduce the number of self inflicted distractions:


First and foremost, you gotta have the most important three to five things in your whole world identified. If you don't, start with that.


Then survey your space - start with the mindset that anything in that workspace that keeps you from achieving your top three to five goals is your enemy - and needs to be destroyed - or at least covered up.


Keep your workspace your workspace. Compartmentalize. Keep work stuff in work areas. Keep non - work stuff somewhere else - far enough away that it requires an effort to get to it. ( I really need to move that fly rod and my fly tying desk to another room.)


Inventory the stuff that comes in to your workspace - the publications, the E Mail subscriptions, the catalogs, the course descriptions, the fyi's from well meaning associates, the stuff that accumulates under the "nice to do" label. Then throw it all out. Face it - if you have to put it aside for any extended period of time, you're not going to get to it. Except -- when you should be really focusing on the truly important few, and they're not going well - and it's so tempting to tell yourself it's time to take a break and read that article you've been meaning to get to for the last six months. Let's see, where is that magazine?


Limit the number of pictures, symbols, artifacts that have the potential to take your mind away from work - and put you back on that sailboat, or putting for an eagle, or winning the "B" group tennis tournamet at the club. Keep the few - and I mean few - things that serve as reminders and focus points about your purpose. Things that can bring your mind back to the reason for the work at hand - things that serve to remind you of why you need to focus on the important few.


Inventory your subscriptions - are they valuable in the present. at work and play, or are they substitutions for the things you want to do, but can't find the time or means to do. Ditch all except for one that can be seen as providing motivation for the reward you'll earn by focusing on the important few.


Hide the little stuff. If you're like me, I can spend an afternoon making sure everything is well organized - at least all the things I can see. I tend to do this when things aren't going well on the important things. Hide the little stuff - it's not that important anyway.


Create the belief that focus creates success - and treat the enemies of focus as - well - enemies. Create the conviction that an hour on focused work on the most important thing is more valuable and effective than a day committed to the completion of thin things. Become convinced of the power of your mind when you use it to really drill into something - it's the most valuable resource you have.


If you have a workspace with a view - terrific. Just set it up so that your line of sight when you are working is not toward the view. You know, see the pretty little bird in the bush - look at the awesome sunset - look at the beautiful clouds -----


Put your three to five top things in writing, and hang/post/frame/wallpaper them where they are constant reminders of what you really gotta spend your time on.


That's my list. Any more than this and I will have created some additional self inflicted distractions - or SID's. Take a look at and identify your own enemies of focus - the things you have done to yourself that keep the power of your focus from reaching its potential. And then act to take back your space.


Start today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess,blogspot.com/

Copyright 2007 All Rights Reserved

Think Outside The Box - Develop Your Inner Voice

Thinking outside the box comes in lots of different sizes - from the smallest to the really big, sweeping, high leverage things. And while the really big, important changes that occur get the most attention, and are the most sought after, the sum total of all the little changes and habits of thought that happen every day are what lead to the really big stuff. And that's where our inner voices play such a big role in helping us think outside our boxes.



A story on myself that occurred in the last week - titled:

The Faucet and the Headlight

The Faucet: For some time, the kitchen faucet had been leaking, A pain in the butt. I replaced the whole unit about a year ago and here it was - once more - leaking and causing problems. The only solution was to go to Home Depot, get the repair kit, disassemble the faucet and correct the problem. That was on my to - do list for weeks - the faucet only leaked while in use so I kept a towel wrapped around it to absorb the leakage. Yesterday, my inner voice said " Andy, before going to Home Depot, take another look. Could it be something else?" I did - it was. The fitting for the flexible hose was leaking - a few turns with a pliers to tighten it - no more leak.

The Headlight: My wife's car was repaired after a front end collision. The right low beam headlight began to go out intermittently. I took it back to the repair shop - they said it was a loose connection, and fixed it. Not. So I checked the connection. I pushed the connector in as hard as I could into the headlight socket - and it worked - for a little while. The next step was to take it to the dealer to get it fixed - and probably replaced. I took another look. I had been pushing the connector into the socket as hard as I could. My inner voice said " Andy, how about pulling on the connector rather than pushing it in as hard as you can?" I did, I heard a little click - and the headlight now works fine.

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How often do we let a particular course of action become the only way to do something - even when outcomes are telling us it's not working? How often do we become so focused on a particular solution that we don't seek out the little adjustments that can make the difference between success and frustration? How often do we become convinced of the rightness of our ways and not seek help from outside our little self - made fortresses? If you're like me, that happens a lot. And most times it's OK, but thank goodness my inner voice called to me about The Faucet and the Headlight - my inner voice saved me time, money and energy.



Cultivating our inner voice - listening to it in the little things, creates a habit of thought that helps us use that skill in the big things as well. Being able to step back - define alternatives - take a different look - ask for and accept input from others - ask the "What If's" and the "Something Else's" - trust our inner voice - are the behaviors of successful people.



I'll bet you can think of your own Faucet and Headlight stories. If you're like me I smile and shake my head and use what I've learned from them to keep reminding me to stay open to possibilities - on all levels.



In addition, I'm feeling pretty good right now - no faucet leak and no trip to the repair shop. Life's just a little bit better - thanks, inner voice.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysucces.blogspot.com/

Copyright 2007 All Rights Reserved

Think Outside The Box - Take The Time To Look Up

Think outside the box. How do I do that? I suggest you take the time to look up

A personal story to illustrate my point:

On the Deerfield River, in western Massachusetts, fly fishing, and so intent on the cast, the drift, the possible take, that nothing else mattered. Nothing. And it wasn't going well. No strikes - a fouled leader, snagged in a tree. Damn! All the equipment and fishing bad spirits seemed to be aligned against me. What was I doing? Why was I here?

And then something made me look up. And I looked around. And what I saw was a glorious fall afternoon - high clouds in a blue sky, a river lined with mixed hardwood and pine forests, bright, clean, moving water that glittered with light from the reflection of the sun. The river partially in shadows.

And then something magical happened. Fly fisher's call it 'the hatch" - the time when insects that have lived underwater for a few months to a few years swim to the surface, and become winged insects.

First one at a time, and then by the hundreds, then by the thousands, these flies came off the water, glowed in the sun, and helicoptered into the trees, where they would metamorphose into the last stage of their life, and return to the water, and lay their eggs. Many didn't make it off the water - trout started eating them - and showing their location. The fly fisherman's dream.

And I took a deep breath, and just stood there - loving every minute of being in this special place at this special time.

I'd like to say my fishing fortunes changed - they didn't. But I fished on until it was too late to see, and the late fall temperature had dropped to the point where I could see my breath, and a mist was coming off the water. I loved that day - and I've had a lot of them since - and most of them have had nothing to do with fly fishing.

That day taught me a valuable lesson. I started to look up - not just when fly fishing, but at other times. Things I had seen as chores I found had value that I had not thought of before. Presentations I had been making to groups in the company I worked for took on a uniqueness that had been missing. Routine things I had to do became opportunities to think and process complex issues.

I was learning to look up and see the opportunity, the value, the utility of things I had seen as objects and obligations. It helped me get through some very tough times - it still does. It helped me think outside the box - although I have a hard time explaining exactly what that means. But we all know it when it happens.

We can all benefit by taking the time to look up. and see things in a different light. It doesn't have to take a lot of time - some of the best insights and value shifts can take place with lightning speed. And they don't have to be giant shifts. In fact, very little in our lives creates big shifts in values, attitudes, behaviors, skills. But those little shifts - taken by looking up and seeing what has always been there, are what can make our lives so much richer - in whatever way we define that term.

Try it - look at something you are doing right now - think of it in different terms. Perhaps it's value to others; it's contribution to your enterprise; it's value to your family and to yourself. If you're stuck in the thick of thin things - perthaps some of those thin things - things you have seen as having little importance to you - can be seen as something different - something with impact and value. You'll be richer for the exercise. You'll find your own Deerfield River - your own special place. Then make looking up a habit of thought - think outside your box.

Start today

Written by Andy Cox, President

Cox Consulting Group 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2007 All Rights Reserved