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Expansion Plans

Expansion Plans

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Harry* is one of those subtle role models that every farm community has. While no one treats him like royalty, nor does he act like it, everyone knows Harry is highly respected, not just here at home, but in the agriculture community across the entire province. He has quietly, and diplomatically, build his own little empire.

Most people wonder how Harry has done it. True, they are a little envious, but they cannot understand how Harry could be so well off compared to most others in the area when he gets the same weather, he farms similar soil, and grows similar crops as everyone else. Harry’s yard is always neat and tidy, his buildings are clean and kept up, and his “not new, but not old” line of equipment shines like a new dime despite some of it being over ten years old. There are three new 60,000 bushel bins going up this spring, and a concrete pad has been poured which, if you believe what you hear on coffee-row, is for a new grain cleaner.

Harry has expanded his crop acres a little at a time, never making a big splash in the market. Neighbors usually come to him because they know he is a character guy: he always pays his rent on time, he respects their land, and he keeps them informed. Through rent and purchase, Harry has taken the 1,200 acres he inherited from his parents in 1984 and has grown it to 8,600 acres today. He owns about 6,000ac and rents the remaining 2,600.

Harry heeded some sage advice when he started out. He was told that production is only part of the equation; the haughtily delivered quip stuck with him through the years, “Farmers don’t get paid for growing it, they get paid for selling it!” While production is incredibly important in the commodity business, Harry learned early that in the commodity business you have to produce as much as possible as cheaply as possible. Efficiency of finances and expenses, not just operations, would be key.

Harry has worked diligently to keep his costs down, especially equipment. Despite easy credit and low interest rates readily available, Harry has stuck to his guns when solicited with discounts and deals on newer equipment. He has drilled down on every operation on his farm, and can tell you quite accurately what his entire cost is per acre, including labor and depreciation, for seeding, spraying, harvesting, and trucking. He knows off the top of his head when he is better off hiring custom work or doing it himself by comparing the custom rate he is quoted against what he knows are his “all in” costs.

Harry recognizes that he cannot be an expert at everything. He knows he is an operations expert because he has managed his costs to their lowest reasonable point and because he manages his crew and makes all logistical decisions to get 8,600 acres seeded and harvested with greater efficiency every year. Harry knows he is not a human resources expert, so he’s taken coaching in order to improve his employee relations; he knows he is not an expert in international grain markets, so he’s hired an advisor and subscribed to market intelligence services, he knows he’s not a financial expert so he heeds his banker’s advice and has even hired a financial and capital expert to increase his confidence in the decisions he wants to make.

Harry has been thinking about expanding the farm for a couple years now. His two children, now in their early twenties, have shown a real penchant for the farm. After taking his advice to work somewhere else (either in or outside of agriculture) and to get a post-secondary education, Harry’s children have solidified their dedication to the family farm, bringing with them their outside work experience and their formal education: one with a Bachelor’s of Science in Agriculture, the other with a Bachelor’s of Commerce. The kids get along fine, and work very well together. Their differences in interests and education will bring a real synergy to the passion they share for the farm. Harry is incredibly proud.

Two of Harry’s neighbors have been thinking about retiring for a number of years now. Being the proactive strategist that he is, Harry has been discussing the possibility of expanding the farm with his advisors. Today, Harry is supremely confident that he knows exactly what upgrades need to be made to equipment and labor, and how it would affect his balance sheet, income statement, and cash flow, should he be successful in taking on more acres.

When Harry heard that Fred’s effort to rent the land of both neighbors came up short, he was honored when those neighbors came to Harry and asked him to rent their land. Having been planning for this opportunity for almost two years, Harry has been aligning his resources and as such he has abundant working capital to take on about 2,000 acres from each of his two new land partners. After having coffee with each neighbor for a couple hours, Harry has acquired the knowledge he needs and now knows what he will seed on which field. He calls his supplier to inform them of the additions to his original corp plan and procures the required inputs. Despite it being early April, Harry gets everything in place smoothly. He knows full well what a stressful mess this new land would be if he just tried to pull the trigger without planning for how to get it done.

To Plan for Prosperity

If the story above sounds too idyllic, please know that Harry’s last name is not “Perfect” (Get it? He’s not “Mr. Perfect”!) Harry hasn’t done everything right, and he doesn’t do everything right on a daily basis. What he has done different, what he does so well is that “he knows what he knows, and he knows what he doesn’t know,” and as such, he has equipped himself with the right help and advice to fill the gap. What might be the most important thing that Harry does well is that he makes a plan, and uses great discipline to not allow temptation to lead his plans astray. He avoids the temptation to increase his costs from high priced equipment or fancy yield-exploding elixirs. He maintains his strategy of keeping costs down, and protecting cash flow & working capital as the life-blood of his business that it is.

If you asked Harry, he’d admit that there are many decision he would have made differently from knowing what he knows now. But, being strategic and disciplined has allowed Harry to grow his business, not only in size and scale, but in efficiency, profitability, confidence, comfort, and lifestyle.

*Harry is a fictional character. The story portrayed above is fictional. Any similarity to a real person or situation is purely coincidental.

 

Complacency

Complacency

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You may recall the anecdotal story of an old fisherman sitting on a pier casting and catching all morning. With each catch, he’d pull out a small ruler to measure it. Some fish he’d keep, while others got thrown back. Upon closer observation, we learn that the ruler is broken and only measures to 9 inches; on top of that, any fish that measures more than 9 inches is thrown back while the smaller fish are kept. When confronted, the fisherman admits that his frying pan is only 9 inches in diameter.

When I was farming, on a number of growing years we put up some huge yields, bigger than my dad ever grew. His feedback was, “It’s too much (crop). What are going to do with it? There isn’t enough bin space!”

In both stories, we see examples of where there is a lack of interest or intent to be better, bolder, etc. And if something did not fit the narrow view, it was discarded as being more work that it was worth. Yes, progress brings about new challenges that differ from those we are familiar, but the opposite (meaning status quo) will eventually lead your business into its death-spiral.

Complacency is an incredibly dangerous business condition. You can’t always see it coming. It may be contagious. Treatment is sometimes difficult if sufferers refuse to consider they may be affected. Complacency causes your business to stop growing. It creates an environment where too often heard around your farm are the 6 deadliest words in business: “We’ve always done it this way.”

To Plan for Prosperity

  1. Know what you do best, and keep striving to do it better and better.
  2. Acknowledge what you don’t do well and get professional help with it so that it doesn’t become your Achilles heel.
  3. Recognize that GROWTH is not just size and scale. Seek out multiple ways to grow.

“Do what you do best, and get help for the rest™” is one of the cornerstones of my advisory work with clients. Complacency can be dealt with quickly with the right help, positive results can be had, and the “habit” can be broken.

Commitment

Commitment

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Knowledge is recognizing that a tomato is a fruit.

Wisdom is not putting it in a fruit salad.

A fellow farm advisor called me last week to ask for my opinion. The scenario illustrated a farmer’s plight of whether to seed or not to seed.

More specifically, this 1,800 acre farmer, a bachelor nearing 60, had put together a 5-year plan before the 2011 crop to retire from farming after 2015. After the 2015 crop, a review of his plan indicated he would have yielded a comfortable $400,000 after total farm dispersal. For a guy with no family and a willingness to drive someone else’s tractor in the busy season, that’s not terribly bad.

Despite a plan being in place, despite a nice tidy sum to live on from the sale of farm assets, despite being at the brink of achieving his own stated goal, he felt he wasn’t sure if he could actually retire. So he put in another crop for 2016.

Now in early May 2017, after poor yields and quality on what he actually could harvest, with about 300 acres left to harvest before 2017 seeding can even begin, as the bank is not prepared to extend further operating credit, my colleague asked the farmer, “Do you even want to put in a crop in 2017?”

Let’s summarize:

  • About 16% of last year’s harvest is still in the field as of May 10;
  • What crop did come off was poor quality;
  • There are 1st and 2nd mortgages on owned farm property;
  • Working capital is virtually non-existent;
  • Operating credit has been denied.

Even if this farmer wants to seed a crop in 2017, I don’to see how he will be able to.
What to do?

To Plan for Prosperity

Why did this farmer not stick to the plan he initiated and helped build, that plan that would have left him in a reasonably comfortable spot? Did he review it over those 5 years? Was it adjusted? What changed?

It’s likely that he made the plan at the urging of his advisor, and that he himself was never really committed to it. If that is the case, then the effort, the document, and the strategy are about as valuable as durum with 20% fusarium…throw in all in a pile and burn it.

Collectively, farm advisors have been clamoring for years for farmers to put more effort into planning. Yet without commitment to act on the plan (for whatever the excuse,) any plan is absolutely worthless. It is, in effect, the same as not planning at all, except that we can pat ourselves on the back because we “made a plan.”

No one makes a crop plan then does not act on it. Why does the financial, transition, management, or capital expenditure plans not get the same commitment?

The plan exposes and elevates the knowledge, but it’s the wisdom to act that makes it valuable.

Average

Don’t Settle For Average

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It was the headline that struck me.

Don't settle for average _embedded

Settling for average in any aspect of your business will lead to certain demise. If everything was average (yields, quality, market prices, rainfall, heat units, weed pressure, disease pressure, input prices, equipment repair frequency, wages, overhead, etc, etc, etc…you get the picture) then farming would be easy.

But it’s not.

Fair to say that if you are projecting average yields and prices for 2017 you’ll be measuring those against higher-than-average costs. This is likely to total down to a negative bottom line.

I’ve never been a fan of “average.” As my old friend Moe Russell likes to say, “You can drown in a river that averages a foot deep.”

Average, to me, is nothing more than a feel good guide when looking to validate poor results. For example, acknowledging that yields were only a couple bushels below average means nothing Table for Averagewithout quantifiers like market prices (meaning we’ve calculated gross revenue), like input cost (meaning we’ve calculated gross margin), or like operating costs (meaning we’ve calculated profits from operations.) Here is a table to illustrate what I’m getting at:

If average is profitable over the long term, then we must acknowledge the need to adjust all facets of our profit calculation when one facet is below average. The problem is that generally we are seeing farms operate with higher than “average” costs and trying to pay for them with “average” yields.

To Plan for Prosperity

Our profitability is not determined by where it falls on a bell-curve, so why would we accept “average?”

 

Super Bowl Management Quality

Super Bowl Management Quality

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They should have seen it coming.

Didn’t some pundit declare something like a 99.9% chance of a Falcons victory with about 8 minutes left in the game? Somebody please clarify if that was actually the case.

A rather pompous thought that I kept to myself while watching Super Bowl LI, after Atlanta took a 28-3 lead, was “Brady’s just smiling at the bigger point differential that he’ll get to cover on his way to a win.” In hindsight, that comment would have been brilliant…had I actually said it.

They should have seen it coming.

Yes, it is easy to prognosticate in hindsight, but that’s not the point here. What did it take, what did the New England Patriots do to win another championship, aside from setting 24 new Super Bowl records and tying 7 others?

  1. People
    Bill Belichick has been the head coach of the New England Patriots for 17 seasons. He is in the top 5 winningest coaches in NFL history.
    Tom Brady has virtually cemented his place as the NFL’s greatest quarterback of all time. Based on the last 17 years of performance, he was a steal in the 2000 NFL draft, going in the 6th round (199th)
    The rest of the team contains very few “superstars,” yet when their superstar QB was suspended for 4 games to start this season, the team went 3-1.
  2. Management
    This starts at the top with vision. In the five seasons before Robert Kraft bought the franchise in 1994, the team was 19-61 (a .238 winning percentage). In 1994, the team made the playoffs, and did so 4 of the first 5 years under Kraft’s ownership.
    Management’s plan clearly put great emphasis on people. Since Kraft took ownership, the team has only had 3 head coaches, with Belichick, the current head coach, being in place for 17 of 24 seasons of Kraft ownership. The team is part of a privately owned family enterprise.
  3. System
    What words could you come up with to describe the system that has propelled, and maintained, team success for so many years, including the greatest comeback in Super Bowl history? Many had felt that the game was over at half-time: no team has ever come back to win the Super Bowl from more than 10 points down, Atlanta was dominating both sides of the ball (offence and defense,) and New England was making mistakes (turnovers, dropped passes, missed kicks.) Yet, the Patriots found a way to win. They had a system, and stuck to it, never giving up, never quitting. It would have been easy to deviate from their system in the face of such adversity; it would have been easy to lose motivation under what was deemed to be an insurmountable deficit.

The New England Patriots are by all accounts a highly successful business. How does your business compare? Can you reach top decile?
People: do you have the right people in the right place? It does not matter if they are family members or not, evaluate everyone, even yourself.
Management: does your management team have a vision and a strategy to achieve results that would put you in the top 10% of comparable businesses?
System: have you developed systems that are proven to work year in and year out, providing you with dependable efficiency and results? Or is every year a new roll of the dice?

Management has a vision, they put the right people in place, and everyone executes the system.

To Plan for Prosperity

Set yourself up for success. Model your business, and your approach to business, after other successful enterprises. We may not be New England Patriots fans because we envy their consistent competitiveness and success, similar to how we may not be oozing with adoration for the most successful farms in our area, but doesn’t that make them a great model to follow?

For the record, I’m not a Patriots fan, I am (at best) a casual NFL fan. I was actually hoping Atlanta would win Super Bowl LI (for no specific reason,) but I’m not disappointed with the outcome; it makes for some great storylines and it forces everyone to admit some admiration for an enterprise with the success rate of the New England Patriots.

Your 2017 Plan

Your 2017 Plan

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If it’s not done yet, you’re already behind.

They say to be a successful chess player, one must always be thinking 3 or more moves ahead, each with one or more alternatives on how your opponent will respond. The same can be said for business. Successful business owners are already thinking about 2020 and 2023, with a big picture vision of 2027 (that’s three, five, and ten years out.) They know that the decisions made today will affect their circumstances not only next year, but beyond.

This is a difficult focus to maintain when trying to get through the day to day challenges while under fire. Weather, break-downs, employee or family bickering can all make your days’s best plans worthless is a blink. And when days roll into weeks, weeks into months, and months into years, it is easy to not have the time (or not take the time?) to plan because we’re just trying to survive the daily onslaught, and maybe find time for an evening or weekend off…possibly even a short holiday in summer.

The most common objection to planning that I’ve heard over the years goes something like this: “Things change so much and so often that any plan is worthless in a month, or less!” That is an example of the mindset that I won’t work with (I’ve just given a hint at how I vet any prospective business engagement.)

A plan is not a binding document; it is more like a road map that you’ve built yourself.

Like a map:

  • your preferred path to your destination is clear;
  • your options, should you need to detour from your preferred path, are laid out;
  • what lies beyond your destination is illustrated for your consideration.

Unlike a map:

  • you’re not taking someone else’s word for what lies ahead because you build your own route.
  • you have the power to create your own alternative options, not just accept what is already there;
  • you can rewrite your plan if it isn’t working well; good luck trying to rewrite a map.

Understand that the total package of planning for your business is actually 4 parts: Strategic (what), Tactical (how), Operational (execution), and Financial (results & growth). Don’t let this scare you! To form a habit of planning, one does not need to complete all 4 tiers. Start with what you know (for most farmers, that is “operations.”) While you likely have your entire operations requirements in your head, putting it on paper and sharing with your team is highly likely to reduce inefficiencies and frustration this spring.

To Plan for Prosperity

Choose your destination (goals.)
Set your course (strategy.)
Decide who is driving, who is support, etc. Provide your team with the training and resources they need to do their job (tactical.)
Execute, but have preparations in place for the unexpected (operational.)
Be informed on how each alternative action will affect your results and growth potential (financial.)

There’s truth in the old saying, “If you don’t know where you’re going, how will you know when you get there?”

agex-conf

Musings from the AgEx (Agricultural Excellence) Conference

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For those of you who are regular readers of this commentary, you know full well how I feel about farm shows in general and what it takes to draw crowds. Every major farm show on the prairies is so heavily focused on production, when we are already some of the best, if not THE best producers, in the world. Where we are lacking (generally speaking) is on the management and financial side of the business.

That is why I am such a fan of the Agricultural Excellence (AgEx) Conference. It is 2+ days dedicated exclusively to management. No presentations on crops, weeds, fertilizers or equipment; although, had there been, we would likely have seen 4-5 times the number of attendees. Overheard during networking at AgEx:”Want to get 1,000 farmers in the room? Show them some new equipment, give them a hat and a hotdog…that’s how!” If that rhetoric has more than a grain of truth, it sustains my railing on on the problem we have in the industry.

The title of this year’s AgEx was “Plan and Prosper: Set the Course for Farm Success.” This isn’t a typical preach from the podium event; the format included live debate, panel discussions, bear-pit sessions, and a choice of six concurrent workshops. If you couldn’t attend in person, it was broadcast via webinar.

Here are some of the very high level points made at the conference:

  • As a producer, you sell into a global community. Understand how that affects you (and that means deeper than simple “supply and demand.”)
  • If you expect to remain relevant in an ever changing industry, you must face change with confidence not fight it with vengeance.
  • There is still a large gap to bridge between the generations who farm together.
  • There is a TON of great information, resources, and advice available to you as a producer. All you have to do is ask!

There is much work to do, both on your part as producers and business owners, but also on our part as advisors:

  • We (as an industry) need to collectively come to agreement on how to calculate major financial metrics, such as gross margin.
  • We (as advisors) need to create synergies with all of our clients’ other advisors so as to better service each client.
  • We (as advisors) must elevate and consistently deliver the message that success is defined by management…period.
  • We (as an industry) must support each other to provide a unified front against those who would rather we fail.

From the Home Quarter

It is not difficult to find yourself pumped up and motivated when leaving an event like AgEx. The quality of information and networking available is second to none. I rubbed shoulders with a National Director from one of the largest ag accounting firms in Canada, an international farm advisor, a former diplomat, among others…oh, and I now also have a tour guide on PEI in the form of a young potato farmer!

Excellence is within all of us if we choose to focus on it. If we let fear hold us back, our results will show it (and we shouldn’t be surprised.)

As I will continue to say, “Do what you do best, and get help for the rest.”

3-circle

3 Circle Model in Transition (Succession) Planning

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Twice in the course of a week, I was able to partake in a Canadian Association of Farm Advisors (CAFA) Succession Update following the 3 Circle Model http://johndavis.com/three-circle-model-of-the-family-business-system/
The three circles represent each of Ownership, Business, and Family: the critical components that hinder any business transition process. I was speaking in the business circle.

Working with family can be as incredibly rewarding as it can be incredibly challenging. The nature of living with those you work with, grew up with, and hang out with, leads itself to challenges just from being in such close continual contact. Throw in the communication challenges that every family must deal with, and it is truly amazing more family businesses don’t fail.

The illustration of the 3 Circle Model is a simple yet accurate depiction of why there can be challenges in family businesses. The root of the challenge, when tapping into the experience of experts who consult family businesses, is the relative inability of family members to separate the three circles. Issues that belong in the “business” circle often end up in the “family” circle; issues in the “ownership” circle often have heavy effects on the “business” circle; issues in the “family” circle usually ripple outward to affect both the “ownership” and “business” circles.

Success in separating the circles can only be had if all family members are conscious and intentional in their effort to recognize the tendency to let issues bleed from one circle to another and proactively manage their behavior to not let it happen. This is easier said than done.

3-circle-with-a-twistI especially like this graphic that Jim Snyder, National Director, Agricultural Practice Development with BDO, used in his opening presentation to describe the 3 Circle Model. When you think about torque, a planetary is a tremendous bit of engineering (a nice plug for all you gearheads.) Separating the three circles in the model creates a strong business and stronger family. A family affected by the crossover of issues between the circles will be in a constant state of damage control.

Direct Questions

How do you separate the issues you deal with in your family business between three distinct circles: family, business, and ownership?

When you become aware of family issues affecting business, or ownership issues affecting family, etc, how do you stop, reset, and refocus to deal with the issue and not let it “creep?”

Family business is the backbone of our nation’s economy. Are you a “family business” or a “business family?”

From the Home Quarter

There is a distinction between a family business and a business family (please contact me to discuss further.) Neither is bad, but there is a difference in mindset and approach to family, business, and ownership. Knowing which type you fall into will help you understand the challenges to be managed as you eventually navigate through the 3 Circle Model of your future business transition. Because, whether you acknowledge it or not, one day your business will need to transition. You might as well be ready for it…

change-the-filters

Change the Filters

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Standard practice for those of us who have ever done our own servicing on farm equipment, vehicles, etc, is to change the filters at regular intervals. The oil filters gets changed with the oil; the air filter get changed at least annually, and “blown out” as often as required. We use good quality filters to protect the longevity of our equipment, and to reduce the likelihood of a breakdown.

In today’s connected world, it is far too easy to find ourselves using a “filter” to avoid that which we don’t agree with or want to hear. Instead, we gravitate to those people and opinions that share our line of thinking. Doing so validates our own thoughts and actions, proving that we were right. It also creates what is called a “confirmation bias.” I found a great example of defining confirmation bias at Skeptics Dictionary:

Confirmation bias refers to a type of selective thinking whereby one tends to notice and to look for what confirms one’s beliefs, and to ignore, not look for, or undervalue the relevance of what contradicts one’s beliefs.

If there was ever an obvious real-life example of confirmation bias, take an objective view of the rhetoric right now between proponents and opponents on BOTH sides of the US Presidential Election…if you can stomach it.

Where might confirmation bias affect your farm business?

  • Production
    • agronomic strategy: nobody else is applying fungicide this year;
    • tillage tactics: no-till, min-till, conventional tillage;
    • yields: no one has yielded above 50 in this area.
  • Human Resources
    • can’t find good help;
    • nobody’s worth $20/hr;
    • why train anyone – they’ll just leave!
  • Management
    • bigger is better;
    • asset rich and cash poor;
    • things must still be okay, the loan got approved!

Of course, we cannot fail to mention farm equipment: which brand breaks down more, which is costlier to maintain, which is more efficient, etc?

With so much information available online and elsewhere, it is more important than ever to filter out the noise and rhetoric while not subjecting ourselves only to what confirms our bias. The most successful businesses are open to lifelong learning, getting professional help, and working from a plan (as found in the study titled Dollars and Sense commissioned by FMC and AMI.) Among other practices listed in the study that drive successful farms, these three listed above clearly indicate that seeking to confirm our own bias is not something that successful business people do.

Direct Questions

Social media is a smelting pot for confirmation bias. How do you manage your activity to maintain balance?

Do you enjoy spending time and conversing with people who have different views? Look at your circle of friends, and how you network at events. Does it align?

How do you filter information, to confirm a bias or to expand a perspective?

From the Home Quarter

The notion that our biases will never come into play is not realistic. While a mirror may be the best tool to use when evaluating ourselves, the challenge for each of us is to look beyond our bias and expand our playing field. Listening only to that which confirms our bias can only narrow our view. Stretching ourselves beyond our comfort can broaden our view. With our businesses becoming more demanding, and requiring more diverse skill sets to be successful, which view is better?

Is it time to change the filters?

ready-for-harvest

Change, Risk, and Fear

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Change brings risk. Risk brings fear.

 

“Risk and the appearance of risk aren’t the same thing.

In fact, for most of us, they rarely overlap.

Realizing that there’s a difference is the first step in making better decisions.”

Seth Godin’s Blog – Apr 18, 2016

 

Change is the only constant in life. Charles Darwin is often credited with saying, “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.”  There is no question that when it comes to production practices, farmers’ ability to change is very apparent.

Now if that would only apply everything…

There is a change on the horizon that almost every farmer will face: how to adapt to life when he or she is no longer farming. That tune has been sung, and will continue to be sung until the message gets through. Yet, by the relative inaction of most farmers to address succession, or transition as it is often called, it is easy for those of us beating the drum to ask, “Why aren’t they getting the message?” I’m less sure that the message isn’t getting through; I’m more convinced that it is the act of facing change that harks fear into the farmer.

Risk, on the other hand, is something every farmer has an appetite for. Without it, one cannot farm. The act of dryland grain farming in its simplest form carries more risk than most non-farmers could even comprehend. Contrast that to the risk that many farmers take in relation to cash flow and debt, and I have to question their comprehension of risk.

One will not fear what one perceives as zero risk. Lacking appreciation for the financial risk from decisions that will strain cash flow and debt levels is why there is little fear of that risk. Lacking action on addressing farm transition is based on a perceived risk.

“Risk and the appearance of risk aren’t the same thing.” The financial risk that many farms put themselves in stems from the LACK of the appearance (inability to fully grasp) of risk. The avoidance of the farm transition discussion is a result of the appearance (created in one’s own mind) of risk. In both cases, the real risk is not considered, but the appearance of risk, or lack thereof, is given full credit.

Direct Questions

What is the REAL risk of farm transition activities? That the next generation won’t do it as well, or the same as you…? (HINT: your dad felt the same way when you took over and you did just fine!)

If you believe a risk does not exist if you do not acknowledge it, explain how that same theory would work with your spouse or children?

Fear is a very real motivator, or demotivator. How do you go about understanding the risk to mitigate the fear?

From the Home Quarter

With change, there is always risk. Risk has an effect on everything we do, whether the risk is real or perceived. The fear of negative (or undesirable) outcomes can be crippling. It is easy to see how change can bring immediate crippling fear now that the connection has been made.

Change the way you look at risk, and you’ll have less to fear.