Stakeholder Analysis and Mapping - 3 Key Questions to Ask in How to Manage Expectations in a Change

Failure reasons in change management are many and varied. But one thing is painfully clear. Any organisational initiative that creates change - or has a significant change element to it - has a 70% chance of not achieving what was originally envisaged.

The root cause of all this failure is lack of clarity and a lack of communication - and even more fundamentally - the lack of a language and contextual framework to articulate and manage the necessary processes of change.

This is what a Programme Management based approach to change is all about and why it so important. One important aspect of programme management is "Stakeholder Analysis and Mapping" and this is all about, in other words: "Who is this step change going to affect and how are they going to react, and what do we have to do to support them?".

How well you listen to and respond to ALL of your stakeholders' issues - and are seen to be doing so - is a significant measure of the effectiveness of your management of these relationships.

Leadership skills make a big difference to successfully managing stakeholder relationships. This is where the management of expectations matters. Here are 3 key questions to address in managing expectations in a change initiative, and specifically in relation to your employees.

1. Do your people really know what is expected of them?

Do your people know how to translate the high level vision and strategy into actionable steps? People are very different in the ways they process information, interpret life, and in the ways they are motivated. Many (probably most) of them are not able to make the leap from hearing and understanding your vision and strategy to translating that into purposeful productive action. This does not mean that they don't understand it, or agree with it, but it does simply mean that the leap is too great for most people to make - without your practical assistance.

2. Do they know what they can expect from you?

It is extremely important to that they know that you will work with them in "grinding out" in practical, manageable detail what the high level strategy, vision, values things actually mean for them as the "troops" in action.

3. Do they know what is expected of each other?

They also need to know what these actionable steps mean for them in terms of what they can and should expect from each other.

Of all strategies for managing change - the programme management based approach is the most likely to ensure that you avoid the staggering and needless 70% failure rate, as [amongst other things] it it will get you to focus on the critical issue of the human impacts of your change initiative.

For more on this: " Stakeholder analysis and mapping "

I invite you to take advantage of this FREE download: Starting the Change Process "

Find out the 3 main reasons for the 70% failure rate of all step change initiatives and how to avoid it. This FREE 29 page document offers a brief introduction to some of the key themes and key points that you need to consider in starting the change process.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

How Six Sigma and Failure Mode and Effects Analysis Create A More Productive Business Environment

While it isn't possible to prevent every problem from occurring, it is possible to put a damper on many of them in order to eliminate the presence of unwanted issues that could potentially slow down your business' productivity. Six Sigma provides many very useful tools for doing just that. One that is frequently used in various aspects of an organization is failure mode and effects analysis otherwise known as FMEA.

FMEA is used to diagnose potential problems and find solutions before they really have an opportunity to develop. This saves organizational leaders a lot of time and money in the long run and translates into more time for normal business operations that will increase the overall level of productivity. This, in turn will increase profits which is the true aim of any corporation.

Six Sigma and FMEA are used in large organizations throughout the world and have become value tools on many levels of business. Results have shown these tools to be very successful and companies have reported their productivity levels are on the rise as a result of utilizing them.

A well documented FMEA that contains robust action plans will help companies gain a better foothold on various issues in all aspects of the company. The Implementation of these plans is what helps organizations avoid the reworking of various projects. This saves a considerable amount of time and money because the information is there that enables them to be successful the first time around.

FMEA can also be used to minimize risks. It can be applied in various services to help companies avoid certain actions that could pose problems later on in a particular project. This is one of the greatest advantages of using FMEA and Six Sigma together. There is always risk involved in every business, so the more organizations are able to eliminate these risks, the more successful they will be all around. This, of course, will spell out larger profits due to a more productive atmosphere in the end.

Aveta Solutions - Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

How Performing a DFMEA (Design Failure Mode and Effect Analysis) Works With Six Sigma

Within the Six Sigma hierarchy are trained and certified professionals that are known a Master, Black or Green Belts, among others, depending on their expertise. They are the people that make changes to existing design and who also create detailed plans for new design that thoroughly address all possible faults and solutions to those faults. This is where DFMEA (Design Failure Mode and Effect Analysis) comes in.

The current plans are thoroughly dissected right down to the separate components. Each component is considered as to whether or not it will fail, what the chances are that it will fail, and what to do if it does fail. A plan is put into place for every possible failure that is forecast.

Every failure and recovery plan is than documented thoroughly, given a number that represents the severity of risks that it poses then is followed by the solution. Every fault has a plan that will be put into motion should the event arise. Every person on the Six Sigma team is given a portion of that plan that they are responsible to implement. In this way, there are no unexpected problems that could happen, and when a problem happens, there is already somebody in charge to put it to rights.

A careful and thorough analysis can not only protect the consumer, but it protects the business as well. Since this is completed before any part of the manufacturing process is begun, or before the service is offered, a business can determine if it is going to be a cost effective endeavor. It is well worth the time and expense to put together a Six Sigma plan using DFMEA and in the long run, it could save millions of dollars for the business that is considering the project.

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Voltage Failure Modes

Question from a reader: "Hi Dan, What is the failure mode for Lithium Polymer batteries? I understand that Nickel Cadmium batteries fail as a short circuit usually. Therefore, a pack of NiCads will continue to operate with a shorted cell but with a voltage that is one cell lower. Do LiPo's fail...resulting in the loss of the entire pack? Thanks

Answer:

First of all the reference to a "failure mode" is not necessarily a singular event. It is in effect a catch-all phrase representing potential problems. I wrote a 3-part article series on the concept of Battery Failure Mode and Effects Analysis so for more detail please see my blog. But at the core of the concept failure modes in general are not new but a phenomenon in manufacturing quality assurance analysis (this phenomenon could also be applied to other industries).

Specific to the readers questions on lithium polymer batteries there could be a number of "failure mode(s)" and sub-failure modes related to the manufacturing and personal usage of a battery including Li-Po chemistry based cells. For example:

Batteries can have faulty cell design

Batteries can be manufactured under uncontrolled processes

Batteries can be operated in uncontrolled conditions

Batteries can be abused

Batteries can degrade and lose power

Heat and water for example are not good for any battery. But it is surprising to me how many people use their battery and device in both and of course that represents several potential failure modes. An example is when one of our customers several years ago always took his iPod mini into the sauna at his gym. Well that is not the best place for a battery or device. Eventually his battery "died" and so did the device (batteries technically do not die, but, they do degrade to the point where they will not transfer electrons from an electrical source to the internal chemical, for the required electrochemical energy change necessary recreate electricity for a device). That is a bad failure mode brought about be a user.

Another example is when there are metallic electrode shavings evident in the batteries electrolyte. When current is running from one electrode to another through the electrolyte the shavings cause any battery to short circuit. The short circuiting could result in the battery smoking, bubbling or stopping. That is an example of bad manufacturing and of course a failure effect. Another example of a failure mode is when you open the battery casing. If you open the casing once it is sealed hermeneutically then you run the big risk of causing a failure mode to occur.

In any event - any failure mode will cause a battery to either operate at a lower performance than originally designed or stop working period. One interesting side note is that devices can operate with a battery that is at a lower voltage (but not higher voltage) as the device originally manufactured. The reason is because a battery's voltage is not necessarily a static measurement.

Volts - or V - are an electrical measure of energy potential. Voltage can also be thought of as the amount of "pressure" of electrons that pass from a negative connector to a positive connector. Or V can be defined as the measure of the strength of an electrical source of power for a given current level.

Voltage can also be defined as the Electrical Potential difference - a quantity in physics related to the amount of energy that would be required to move an object from one place to another against various types of force. In the fields of electronics the electrical potential difference is the amount of work per charge needed to move electric charge from the second point to the first, or equivalently, the amount of work that unit charge flowing from the first point to the second can perform.

Mathematically voltage is commonly measured by V= I x R; where V=Voltage, I=Current, R=Resistance.

Beyond the definition what challenges many is the confusion that a battery contains four unique types of voltage measurements.

Each of the following voltage measurements can be taken from a battery:

Float Voltage - is battery voltage at zero current (with battery disconnected).
Nominal Voltage - is battery voltage range 3.7V, 5.2V, 10.2V, 12V etc that says that a voltage range exists depending on the number of cells in the battery. For example a 12 Volt battery is made of 6 cells and has a Float voltage of about 12V.

Charge Voltage - The voltage of a battery while charging.

Discharge Voltage - The voltage of a battery while discharging. Again, this voltage is determined by the charge state and the current flowing in the battery.

So yes a battery with a drop in voltage will continue to operate but not necessarily at a level that will power the intended device.

? Dan Hagopian
You have permission to publish this article electronically or in print, free of charge, as long as the bylines are included with link. Dan Hagopian of http://www.batteryship.com has been writing about consumer electronics since 1996. Dan has a personal passion for understanding how electronic devices can be powered, for learning about various types of battery devices and their internal systems, as well as the interaction of batteries with interfacing systems, and finally about the internal control mechanisms of batteries. Dan writes on battery power related devices for mobile computing and portable power. Dan writes about this technology extensively and his work can be found at http://www.batteryeducation.com

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Motor Oil Analysis Testing on the Cheap - The Blotter Spot Test

It is often difficult to know for certain just how long your oil could last before needing a change. The type of car you drive, the size of the engine, the age of the engine, the type of driving that you do and the type of oil that is in your crankcase will ALL have a significant effect on oil longevity.

Of course, quick lubes will continue to tell you that 3,000 mile changes are a necessity, and, for SOME people, this may be true. However, for the vast majority of us, this hasn't been necessary for a good many years. Unfortunately, determining just HOW LONG is ok can be difficult.

Enter Oil Analysis

The best way to establish realistic oil change intervals is via oil analysis. Those who have been professionally trained to test oil and who have expensive lab equipment at their disposal are certain most qualified to determine the quality of the used oil sitting in your vehicle.

Such a thorough analysis of your oil can be cost prohibitive, though, since a professional oil analysis can often cost as much as a 5 quart petroleum oil change.

The Result - We Don't Do It

Of course, the result is that most folks won't pay for a "true" oil analysis - but they might be willing to perform a simple oil analysis themselves, if they knew how to do it. It won't give you detailed numbers as you'd get from a lab, but it can give you a fairly good idea of how well your oil is holding up, thus helping you decide whether it's time to make a change or not.

Below you'll find detailed instructions for 1 of 6 layman's oil analysis tests that you can use to determine how well your oil is holding up and whether it's ready for a change. In this way you can begin to set realistic oil change intervals for your vehicle.

Performing the Test

Using just this simple layman's oil analysis test can shed light on a wide range of potential oil problems which could require an oil change: excessive particulates, condensation build-up, glycol contamination, fuel dilution, failure of dispersant additives, formation of sludge and oxidation products. It is probably one of the most useful DIY oil analysis tests you can perform, and it's drop dead simple.

While your engine (and the oil) is WARM (not HOT), allow a drop of oil to fall from your dipstick onto a heavy, white, NON-glossy business card. Lay the paper or business card flat, but so that all but the very edges of the paper is suspended. As a possible example, if you're using stiff card stock or a stiff business card (which you really should be) simply set the card across the top of a cup or mug of some sort.

You want to wait for the paper or card to absorb the oil drop completely which might take awhile. The list of characteristics below should help you evaluate the condition of your oil based on the DRY oil spot.

If your oil is still good for continued use, the dry oil spot will be uniform in color without any especially dark areas or rings. There may be a slightly yellow outer ring.

If your dispersant additives are failing, you'll likely see a very dense and quite dark area, normally within the center of the circle. Consider changing your oil soon, especially if any other issues come up in the course of "testing".

Glycol (antifreeze) in your oil? Expect to see a very black and somewhat "pasty" zone within the oil spot. Change your oil very soon.

If the circle is really dark throughout and has a very distinct outer ring, your oil is severely oxidized and needs to be changed immediately.

If the center of the circle is quite dark and there are outer rings you may likely have fuel in your oil. This does not necessarily mean that you need to change your oil since it is common to have fuel in your oil, but it could if the level is too high. Only a professional analysis will tell you how high those levels are.

***

Would it help you to know more about cheapskate oil testing, how you can compare and contrast motor oils, how synthetics CAN and sometimes CANNOT be good options, how to compare the efficiency of various oil filters and much more? Take a look at The Motor Oil Evaluator or head over and check out my Motor Oil Bible ebook.

Certification in Business Analysis (CBAP)

What is Business Analysis?

Business Analysis is a discipline of understanding an organization, identifying business needs and recommending solutions to meet those needs. It involves understanding how organizations function, who the key stakeholders are and what their relationships are. Business needs stem from customer request, a problem or an issue, a strategic initiative or a market opportunity. A person who performs Business Analysis is called a Business Analyst or a BA. This skill is used very heavily in building systems or software for automation of business operations. As a result, there are various roles like IT Business Analysts, Systems Analysts, etc who perform BA activities.

One of the major causes for project failure is poor quality of business requirements. A BA needs to understand the requirements, document, communicate and get stakeholder agreement; then work with the solution team and validate that the proposed solution will indeed meet the requirements. In order to perform his/her role effectively, a BA needs to have various competencies like facilitation skills, communication skills, leadership and critical thinking, expertise in software applications.

IIBA and BABOK

International Institute of Business Analysis (IIBA) was founded in 2003 to serve the field of Business Analysis. It is a not for profit professional organization. Currently, they have 100 chapters and over 12,000 members. One of the major contributions of the organization is Business Analysis Body of Knowledge (BABOK), a globally recognized standard for the practice of Business Analysis. BABOK describes knowledge areas, tasks, inputs, outputs, techniques and skills required for effective analysis. BABOK 2.0 is the most current version.

CBAP

IIBA has also created CBAP (Certified Business Analysis Professional) designation to recognize experienced professionals. In order to certify, BAs need to meet certain prerequisites, submit a detailed application, and prepare for the certification test based on BABOK and pass in the test.

Why Certify?

In the competitive environment and tough job market of today, a professional certification distinguishes an individual from a pile of other candidates and shows their higher credibility in terms of knowledge and experience. CBAP provides a similar advantage to Business Analysts. A BA with CBAP can establish credibility as a knowledgeable, skilled, experienced and competent professional with strong foundation of principles and practices. Certification can also help in career growth and recognition from the peers. It adds value to the individual as well as to the organization.

Requirements

These are the basic requirements to be eligible for CBAP


Minimum education requirement: High School
Professional Development requirement: 21 hours of professional development - It could be Business Analysis training, CBAP prep test, or any underlying skills like Facilitation, communication, etc.
Experience requirement: This is the most challenging requirement. A candidate must have at least 7500 hours of experience in Business Analysis activities over last 10 years. Out of that, at least 900 hours each should be in four of the six knowledge areas. Six knowledge areas in BABOK are

Business Analysis Planning and Monitoring
Elicitation
Requirements Management and Communication
Enterprise Analysis
Requirements Analysis
Solution Assessment and Validation

References: Two references to indicate that a candidate is suitable for CBAP.
If you are a BA, Systems Analyst, process analyst, enterprise analyst, or business architect, you should consider getting certified as CBAP in order to improve your market value.

Bina Mehta is a Senior Business Analyst certified as CBAP and PMP. For CBAP and PMP prep classes in SF bay area, she recommends http://www.ultimateinsuccess.com/

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Change Management Presentations - Why Your Analysis is Not Hitting Home

Having sat through dozens of presentations containing data and analysis, it never ceases to amaze me when consultants leave the interpretation of the data to the client. The implications are often that the audience, the CEO or board of directors, draw the wrong conclusions. To avoid this problem, consultants should make sure they explain what every piece of data and analysis means, and then make a call to action.

Recently I had a problem with my home broadband. The engineer studied the problem and told me that the signal from the satellite was hitting the router at the wrong angle. My response was simply "what?" I didn't have a clue what this meant, the implications for me nor what I should do to solve the problem.

The same often happens when consultants, managers or engineers are explaining data or analysis.

Here's an example, I recently heard a consultant tell a CEO that her call centre had 40% failure demand. Then the consultant moved on to the next point. Thankfully for him the CEO stopped the presentation and asked him what he was talking about.

The consultant eventually explained that 40% of the incoming calls were caused due to a failure of the organisation to do the right thing for the client, i.e. call targets causing customer service agents to end the call before the customer got what they wanted, so they'd call back. The implications were poor service and increasing cost. The targets had to be stopped. Now he had her attention, and she knew what to do. They both win.

Something every consultant needs to know is how to interpret data for senior managers. This means that every piece of analysis or information should be presented in such a way that there is no question about what it means and what action should be taken as a result.

Here's a simple process for your next presentation to make sure that your analysis hits the mark.

1. Write out every separate piece of analysis intended for use on a 3X5 card

2. On the reverse of the card write down in one paragraph

a. What the analysis means

b. The implications of the analysis

c. What action should be taken.

Here's an example of how this works from a presentation I did recently to a prosecutors office:

"My analysis shows that only 10% of those found guilty of a crime ever pay their fine in full, this means that they know the system doesn't work. Additionally you are losing £5 million every quarter in uncollected fines. I recommend you experiment with different sentences instead of just handing out fines."

Making your data and analysis understood is important for your client's change programme and your reputation. Remember: if they don't get your message, you won't get their business.

If you'd like to learn more about how to structure presentations that contain data, analysis or technical information get the first four steps of my system free here: First Four Steps

Stuart Corrigan is the Managing Director of Vanguard (Scotland) Ltd, a consultancy firm specializing in change management and service improvement.

Process Failure Modes and Effects Analysis (PFMEA) From the Process Flow to Production

PFMEA is a tried and tested approach to critique risk. Its purpose is simple, to identify potential failures, their consequences, the seriousness of the consequences and the reasons why they happen. Control methods are considered in two ways:

The first being activities in place which reduce the likelihood of the reasons for failure happening. The second being activities which tell you when a failure has occurred and thus enabling you to do something about it.

The overall purpose is to establish where the high risk areas are based on the current situation and then take action to reduce the risks. The approach taken and the timing of the task are instrumental to achieve maximum payback. When used correctly it is one of the singly most powerful quality tools available to companies. Process FMEA used in isolation like this is very thorough, but a missed opportunity to reap the full intended benefits of the document.

PFMEA strategy

Process Flow Diagram

The starting point is not the PFMEA but defining the process in the process flow diagram. Care must be taken here to select the correct wording and level of resolution. The output of process flow diagram must then be synchronised with the input to the PFMEA so that you critique the correct aspects of the process for risk.

PFMEA

You now compile your PFMEA in terms of failure modes, effects, severity of effects, causes of failure, prevention controls, occurrence, detection controls and their ranking followed by priority. At this stage it is still important to have recommended actions to reduce risk. However you now need to bring the PFMEA to life through the practical deployment of the content of the PFMEA to production. Primary data being the prevention controls to avoid failure and the detection controls to detect failure at the various stages of the process as defined in the process flow.

Production documents

It is essential that the primary data contained within the PFMEA is displayed at the point of use in plain view to the person who needs to know and act on the data. Failure to do this simple but necessary task will result in a company being exposed to the latent risk of a loss of process control, often resulting in customer complaints. Deployment typically is through the use of visual instructions located where the task takes place, sometimes the data flow is via the control plan (automotive sector), although this does depend of sector specific requirements.

Key points for consideration are:

Sufficient resolution of the process steps in the process flow diagram. The data contained in the process flow diagram is synchronised to the functional requirements column on the PFMEA. PFMEA is a true reflection of the current situation, as a living document. The prevention and detection controls defined in the PFMEA are communicated to the person carrying out that particular step of the process at the location where the task is undertaken. Appropriate reaction planning is identified at the process step location to clearly identify what to do if a failure is identified.
Summary

This article is intended to provide an overview of the necessary linkage of the PFMEA to achieve maximum benefit to a business who are considering the utilisation of PFMEA for the first time or are existing practitioners but don't believe they are reaping the true benefits that PFMEA can deliver.

Roger Thorpe has been an FMEA facilitator and consultant for 13 years. Many of his customers being tier 1 automotive manufacturers. For more information on PFMEA construction from an expert visit his website: http://www.fmea.org.uk

Manufacturing Insights: Failure Mode Effects Analysis (FMEA) [VHS]

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Why It Is Important to Perform Weaknesses Analysis

Every organization should perform a weaknesses analysis in order to let them keep track of their resources and weak points. By being aware of your weak points, you will have plenty of time to find solutions and resolve internal problems right away. Do you know why some companies meet their downfall in such a short span of time despite having performed every single sophisticated analysis that they could ever think of? That is because even though they conducted a weaknesses analysis, they never put enough attention to it. They only focused on the "weakness" that is relevant to their company's profitability. Still not clear?

Like man, no company is perfect. Each has its own flaws but what's important is to not only resolve those flaws, but use them as a stimulator of the organization to do better. When you conduct a weaknesses analysis, make sure that you won't be focusing on the profitability weakness alone. Even the smallest things, like department fights, a broken generator or the cries of the maintenance personnel should be heard and resolved. Remember that every tiny piece that composes an organization could spark and start a fire. That fire is failure.

Of course, not just because you conducted a weaknesses analysis necessarily mean that all your internal problems will be solved. Prioritization is the key. Rank what is the biggest weakness of the company and evaluate them one by one based on importance. Don't take me wrong, everything is important, but let us deny the fact that there are some things that cannot be resolved in one day. The point of a weaknesses analysis is to keep you aware of these flaws and weak points so that if ever in time you will get enough resources to resolve each, you will know which one should be given attention to first.

Now, I mentioned that you must try to turn these weaknesses as a drive to make you push through further which is the exact concept of weaknesses analysis. That is absolutely true. Imagine in real life where there was a wimpy kid that used to be teased so much when he was younger. Instead of dwelling into his weakness, he decided to hit the gym, participate in sports and eventually got himself healthy. Now, he is prepared to face the world as it is because he performed his own weaknesses analysis subconsciously. That is exactly what you need to do with your company. You think you lack some technological resources? Improve your service through manpower in order for you to attract more customers and clients. When you have enough budgets, invest into technological advancement. Weaknesses analysis is not developed to bring a company down, but to bring it up and give it the determination to strive better in order to fill its gaps.

Despite many ways to conduct weaknesses analysis, the most recommended one is through the use of the SWOT strategic planning tool. In SWOT, not only will you be able to evaluate your company's strengths, threats and opportunities, but it will also help you reflect on to your own weaknesses as a leader, as personnel or as a company in whole.

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Fantastic Failure

Oh no! It's another one of those "F" words and there is definitely a negative connotation here. What does it mean to fail? Just what is failure?

The dictionary says that failure is an instance, person or thing that proves unsuccessful; a nonperformance of something due, required or expected.

We've set the mark, written the outline, followed a plan for achievement and it never happens. We call this failure.

Did you know that our brain doesn't recognize failure or success? It's true. Man has programmed and attached the ideas of good and bad to these concepts so we've learned how to think in regard to these terms.

The word failure is associated with and can call forth feelings such as disappointment, regret, shame, doom, loss, guilt, blame, anger, sadness, despair, etc. Are these feelings helpful? If they can motivate us to try again, the answer is yes.

However, some people will go to great strides to avoid and protect themselves from failure by taking the path of life with the fewest challenges. For them, the thought of experiencing failure and all its feelings is just too much. It's the old saying "nothing ventured, nothing gained" or lost.

Some people will dive in headfirst and be fearless, their determination outweighing all else. Should they fail to arrive at the expected result, they give up and seek to try something else. They try many things once, but fail each time. They never stop to learn why each project failed. They play that superficial blame game. The problem is if the expected result is never achieved, over time, a sense of hopelessness can become their housemate.

However, some people will look back at the completed process and offer analysis in the form of questions. They will seek to learn from the experience and apply that information to future attempts. They even offer this same analysis when they succeed in order to unlock and record the systems that proved successful.

These are the people that reach the plateau of success and achievement. They know hitting the mark on the first try may not be possible, but with as much preparation as possible, they go for it anyway. The hills and valleys of their path show many pieces of value and once the journey ends without the expected result, they decided to ask tough questions and shine light on the process.

Perhaps reeducation is needed on this word failure. Set backs and challenges are not necessarily failures. Remember this phrase: "Failure becomes knowledge when asked the right questions."

What are some of the questions we can ask that will change the meaning of failure in our endeavors?

1. What did we learn about this plan or process?

2. What lesson(s) can be seen?

3. How will we use this information in the future?

Turning failure into a learning experience or teaching moment is the surest way to stomp out the negative associations we have attached to the word.

Who starts out and wins the first time? Not everyone. Of those that do, who wins every time? Not many.

Each project has its own particular rules and regulations, its own distinct effect and will undoubtedly touch many aspects of the whole design we've set for our life. Missing the mark is merely a time to learn and prepare for the next deep end in which we decide to dive.

Let's throw out the aspects of disappointment and regret in relation to failure. Regardless of what we assign as a loss to the project, the information we need to succeed is tucked inside the completed process. We have merely to seek it out, unravel its mystery and make adjustments.

Let's release the stigma of fear or dread attached to failure. Let's embrace its arrival when it knocks on our door. Let's ask it to come in, enjoy dinner together and talk about the process over coffee. We'll find that failure's wisdom is revealing under the right atmosphere and mindset.

We all know, or know of someone who has tried once and failed. As a result, they have given up and voluntarily walked into the cage of existence they call their life until the end arrives. Their once bright twinkle has dulled and all but vanished simply because they could not get past the stigma they associated with the word failure.

Is this you? If so, change your mind and you'll change your life. Replace the meaning of the word failure today.

Failure will now mean a learning experience, a teaching moment that leads to success, a map of the short cut to where you want to be. It's another beneficial stage in the evolution of our journey here on earth.

Failure is now a worthwhile treasure of information that is helpful to our success. It's pertinent, relevant and sits waiting to be of service.

It's a choice to make this inquiry, but it's extremely important that we make it because herein lies the answer, the fix, the conclusion, the value or the idea. Herein lies the next piece of our journey. Which way will we take? Will it be stepping into the cage of existence or the road to success?

Failure is fantastic and will be one of our great teachers throughout life. Though our meeting may minimize through time based on our application of the wisdom imparted, failure will never cease to whisper its secrets when asked.

Debi A. Davis, co-author of Train The Transcriber, a General Business Transcriber Training Course written by transcribers, for future transcribers. Learn how to be on top of your game by downloading her popular, free E-series, '21 Transcriber Tips in 21 Days' available at http://www.TrainTheTranscriber.com