{"product_id":"seeing-red-cars-isbn-9781605097275","title":"Seeing Red Cars","description":"\u003cb\u003e“Through story after mind-bending story, Laura shows how choices to focus on winning endpoints generates neuron pathways to innovative answers.” —\u003ci\u003eForbes\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e \u003cbr\u003eSurely you’ve experienced something like this: you buy a red car, and suddenly red cars appear everywhere. Why? Because you’re focusing on red cars—and you get more of whatever you focus on. But much of the time, consciously and unconsciously, we dwell on what we don’t want, and that’s what we get. Drawing on the latest scientific research, Laura Goodrich shows you how to stop fixating on negatives and rewire your brain to focus on positive outcomes. Unique and practical exercises—including a free online toolkit—and dozens of enlightening real-life stories help you identify what you truly want so that it drives everything you do. And Goodrich shows how \u003ci\u003eSeeing Red Cars\u003c\/i\u003e can build organizational cultures in which employees are playing to their passions and strengths, focusing on what they want, and achieving breakthrough results.\u003cbr\u003e \u003cbr\u003e\u003cb\u003e“A powerful catalyst for personal, team, and organizational transformation. In this important new book, Laura has masterfully captured the critical element of success and failure: the focus of our attention.” —David Chard, President, Engaging Minds, Hong Kong\u003cbr\u003e \u003cbr\u003e“A practical guide for managers and leaders seeking to lead change more effectively. It has a range of easy-to-use tools that can be leveraged by both individuals and teams seeking to adopt a more positive mind-set. The Seeing Red Cars concept is also fun, which is an important element in getting people to buy into a new approach.” —Tony Ritchie, Vice President for Technology, Asia Pacific Region, for a Fortune 100 company\u003c\/b\u003ePreface\u003cbr\u003e Introduction: Focus on what you want\u003cbr\u003e Chapter 1   Why we focus on what we don't want\u003cbr\u003e Chapter 2   Rewiring your brain for better outcomes\u003cbr\u003e Chapter 3   Playing to strengths and controlling what you can\u003cbr\u003e Chapter 4   Tuning in and taking charge\u003cbr\u003e Chapter 5   Crafting personal \"I wants\"\u003cbr\u003e Chapter 6   Crafting professional \"I wants\"\u003cbr\u003e Chapter 7   Turning actions into outcomes\u003cbr\u003e Chapter 8   Driving Red Cars to critical mass\u003cbr\u003e Conclusion: It all begins with YOU\u003cbr\u003e Seeing Red Cars Visual, Auditory, and Tactile \"Triggers\"\u003cbr\u003e Seeing Red Cars Toolkit At-a-Glance\u003cbr\u003e Acknowledgments\u003cbr\u003e Notes\u003cbr\u003e Index\u003cbr\u003e About the Author“Goodrich takes what could be complex and simplifies it into a lifestyle for action that works! I’ve seen it and experienced it. Her toolkit takes the work out of the planning process and helps put it into practice quickly. Her video \u003ci\u003eSeeing Red Cars\u003c\/i\u003e should be on the desk of every leader, and this book should be on the desk and workstation of all employees in your organization, especially in today’s lean and ever-demanding environment. Start seeing red to help keep your organization a leader and out of the red.”\u003cbr\u003e \u003cb\u003e—Robert Scott, Retired Vice President and CSO, Advanced Bio-Medical Company\u003c\/b\u003e\u003ci\u003e\u003cbr\u003e\u003cbr\u003e \u003c\/i\u003e“\u003ci\u003eSeeing Red Cars\u003c\/i\u003e by Laura Goodrich is not merely a metaphor. It is a powerful catalyst for personal, team, and organizational transformation. In this important new book, Laura has masterfully captured the critical element of success and failure: the focus of our attention. \u003ci\u003eSeeing Red Cars\u003c\/i\u003e is a much-needed wake-up call, inviting readers to shift their focus from what they don’t want onto what they truly want—and keep it there. Laura further provides a compelling formula for action to bring one’s focus from the domain of the imagination into the arena of actualization. Having used her material with great success in my own leadership seminars, I can recommend \u003ci\u003eSeeing Red Cars\u003c\/i\u003e without hesitation to anyone who wants to be more successful in any area of life. Focus on the principles of \u003ci\u003eSeeing Red Cars\u003c\/i\u003e and fasten your seat belt for an exciting ride to the future of your wants.”\u003cbr\u003e \u003cb\u003e—David Chard, former Director, Asia-Pacific Edelman Academy, and President, Engaging Minds, Hong Kong\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “\u003ci\u003eSeeing Red Cars\u003c\/i\u003e is one of the most powerful messages I have ever come across. It’s crazy good. It changed my thought process immediately. Goodrich offers a constant reminder to ask others and myself what we want. I \u003ci\u003ethought \u003c\/i\u003ethat I thought positively until I realized how much room for improvement I have! It is not only the best personal development process I’ve ever encountered, I believe that any organization can realize huge benefits from implementing this methodology. I can’t wait to share it with my customers and colleagues.”\u003cbr\u003e \u003cb\u003e—Kristin Ford, President, PC Training Source, and President, American Society for Training and Development, Twin Cities Chapter\u003c\/b\u003e \u003cbr\u003e \u003ci\u003e\u003cbr\u003e \u003c\/i\u003e“\u003ci\u003eSeeing Red Cars\u003c\/i\u003e provides a fresh perspective on facilitating successful change and is a very useful extension to the material that Laura has previously covered in her film on the same topic. Goodrich includes great case studies based on real-world experience and combines this with easy-to-understand theory based on solid scientific research. \u003ci\u003eSeeing Red Cars\u003c\/i\u003e is a practical guide for managers and leaders seeking to lead change more effectively. It has a range of easy-to-use tools that can be leveraged by both individuals and teams seeking to adopt a more positive mind-set. The \u003ci\u003eSeeing Red Cars\u003c\/i\u003e concept is also fun, which is an important element in getting people to buy into a new approach.” \u003cbr\u003e \u003cb\u003e —Tony Ritchie, Vice President for Technology, Asia Pacific Region, for a Fortune 100 company\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Goodrich has made it easy to focus on ‘what I do like’ about her book. Any book that identifies how a single change in mind-set can make a profound, positive difference in our lives is a book worth reading. The concept of \u003ci\u003eSeeing Red Cars\u003c\/i\u003e is elegance on wheels.”\u003cbr\u003e \u003cb\u003e—Leo Bottary, Vice President, Public Affairs, Vistage International, and Adjunct Professor, Master of Arts in Strategic Communication and Leadership program, Seton Hall University \u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “\u003ci\u003eSeeing Red Cars\u003c\/i\u003e is a must-read for anyone who is interested in individual or organizational transformation. As a human resources executive and life coach, I strongly recommend the book. The scientific knowledge is presented in an easy-to-read and engaging manner. The practical tools walk you through a process all readers can follow to bring about change in their company or their own life.”\u003cbr\u003e \u003cb\u003e—Lesa Hammond, PhD, Assistant Vice President for Human Resources, Mills College\u003c\/b\u003e \u003cbr\u003e\u003cbr\u003e “Provides the toolkit and the foundation for people to define their purpose and generate value with realistic and practical solutions.” \u003cbr\u003e \u003cb\u003e—Tony DeBlauwe, Senior HR Partner for a global technology organization; founder, HR4Change; and author of \u003ci\u003eTangling with Tyrants\u003c\/i\u003e\u003c\/b\u003e\u003ci\u003e\u003cbr\u003e \u003c\/i\u003e\u003cbr\u003e “As the marketplace’s creative destruction grows ever more creative and destructive, it’s essential to keep your wits about you and direct your personal and professional energies where they are most effective. Goodrich gives you the tools and guidance to do just that.” \u003cbr\u003e \u003cb\u003e—Don Tapscott, coauthor of \u003ci\u003eWikinomics\u003c\/i\u003e and \u003ci\u003eMacrowikinomics\u003c\/i\u003e; Chairman, nGenera Insight; and Adjunct Professor of Management, University of Toronto\u003c\/b\u003e\u003cbr\u003e  \u003cbr\u003e “Utilizing Goodrich’s approach will set you on a road you may never have dreamed possible. Ready, go!\u003cbr\u003e \u003cb\u003e—Cali Ressler and Jody Thompson, coauthors of \u003ci\u003eWhy Work Sucks and How to Fix It\u003c\/i\u003e and creators of the Results-Only Work Environment\u003c\/b\u003eLaura Goodrich is co-owner of On Impact Productions, an integrated content company that produces books, digital stories, and worldwide speaking and production tours. She is also a radio, television, and film host.INTRODUCTION\u003cbr\u003e\u003cbr\u003e \u003cbr\u003e Focus on What You Want\u003cbr\u003e\u003cbr\u003e You could be getting more of what you want—more new ideas, more teamwork in your department, and a more positive attitude in the company. I believe that people want to succeed in their jobs, in their relationships, and throughout their communities. I believe that people want to build the lives they want and be a part of something productive and positive. Too often, it doesn’t work out that way.\u003cbr\u003e\u003cbr\u003e Through my experiences in workplace dynamics, change, and the future, I have learned one overriding truth: You get more of whatever you focus on. Let me repeat: You get more of whatever you focus on. I call it Seeing Red Cars because the metaphor is one that everyone can relate to. Here is the premise:\u003cbr\u003e\u003cbr\u003e Say you recently bought your dream car—custom wheels, full chrome bumpers, and it’s red. Driving it home for the first time, you start noticing something. It seems like there are a lot of red cars out there. The next day, what do you notice? There are definitely more red cars on the road. By the end of the first week, you’re thinking, “Is everyone driving a red car?” You’re seeing red cars because that’s what you’re focused on.\u003cbr\u003e\u003cbr\u003e Or how about this: It’s every golfer’s nightmare. You’re standing at the signature hole, elevated T to a large green, a short par 3, only 130 yards over water— lots of water. You take out your pitching wedge and stare at the water. You take a last look at your ball and you’re thinking, “Don’t hit it in the water. Don’t hit it in the water!” Finally, you hit the ball. Where does it go? Splat—straight into the water.\u003cbr\u003e\u003cbr\u003e One more example to make the point: One of your coworkers is really getting on your nerves. To make matters worse, you keep running into this person in every meeting, in the hallway, at lunch, in the parking lot. You can’t escape.\u003cbr\u003e\u003cbr\u003e Who’s putting all these thoughts of “red cars,” “don’t hit it in the water,” and “I can’t get away from this person” into your head? You are, of course. It’s what you’re focused on. And remember what I said: Whether good or bad, you always get more of what you focus on.\u003cbr\u003e\u003cbr\u003e Even when someone’s intentions are genuinely positive, their actual behaviors can come across as negative without their knowledge. Here is an example:\u003cbr\u003e\u003cbr\u003e Several years ago, I received a call from a client in desperate need of answers (we’ll call him Ted). Ted was managing a high-profile project. The stakes were high, and the project was off track; timelines were slipping, budgets were busting, and the dynamics of the group were strained. He proceeded to describe his observations. Team members were avoiding him at all costs. In meetings, tensions were so high that he didn’t know what was worse: the angry outbursts or the deafening silence that followed. People were blaming others, and without conscious intention, they were coming to meetings late or not at all. Ted was chasing the excuses without success and was at his wit’s end. We decided I would shadow him to see if we could flush out the culprit for the unproductive behaviors.\u003cbr\u003e\u003cbr\u003e I followed Ted for a day. I stood next to him through his team one-to-ones and meetings large and small. It didn’t take long to see what was going on. I watched him begin each conversation and meeting with statements like these: “You know, we don’t want to miss this timeline, we don’t want to seem uncooperative, we don’t want to go over budget, we don’t want to fail.” When I share this story, people always ask, “Was he clueless? What was wrong with him?” To this I say, “There was nothing wrong with him. He was doing something that was unconscious. He had the best intentions for the team and the project. He had seen projects fail and was committed to avoiding the pitfalls. He had a laundry list of things he did not want to have happen, and he was quick to make others aware of them. He thought he was being helpful.”\u003cbr\u003e\u003cbr\u003e In actuality, his team worked hard. As a result, they had missed family gatherings and their kids’ games and had taken little time to rest and rejuvenate. When Ted began each interaction with a reminder of what he did not want to happen, he inadvertently sucked the energy, motivation, and spirit out of each person.\u003cbr\u003e\u003cbr\u003e I talked to Ted about the Seeing Red Cars mind-set: Focus on what you do want to happen. Once he became aware, he suddenly got it. He met with each team member to share his learning. The discussion was telling, as they described how his focus had made them feel frustrated, unappreciated, and unmotivated.\u003cbr\u003e\u003cbr\u003e Together, Ted and his team members wrote personal and project “I want” statements (an intentional action step from Seeing Red Cars). He coached the team to share their “I want” statements, the status of each, and their strategy for moving the project along in one-to-one and project meetings. Team members were asked to align their professional “I want” statements with those of the project, and before long, they were back on track, working collaboratively, and producing the daily, weekly, and monthly actions needed to succeed.\u003cbr\u003e\u003cbr\u003e As they adopted a positive-outcomes mind-set at both the individual and team levels, it eventually spread to other areas of the company and affected the division’s overall performance.\u003cbr\u003e\u003cbr\u003e You Must Consciously Break the Pattern\u003cbr\u003e\u003cbr\u003e Focusing on what we don’t want has a reach far greater than we realize. It is our natural tendency, and it’s been going on a long time.\u003cbr\u003e\u003cbr\u003e Do you remember third-grade reading class? Most people I talk to remember the same thing. You’re sitting with your group at the reading table, and everyone has to take turns reading. Pretty soon it’s your turn. Chances are, while your classmates were reading, you weren’t even listening. You were mentally counting how many more students before it’s your turn. Your fear builds, your heart pounds, your hands tremble, and you can’t stop thinking how hard it is. Finally, it’s your turn. One agonizing word at a time, you finally get through the paragraph. And you make it through the day, and you make it through third grade. And it doesn’t ever really go away.\u003cbr\u003e\u003cbr\u003e Now you’ve moved from the classroom to the conference room. They’re not your classmates, they’re your colleagues. You’re all supposed to give your reports. And you’re doing it again—wondering which direction they’re going to go around the table. You’re still focused on not wanting to make a mistake, on not wanting to look foolish, and your heart pounds. Why does this happen? Why do we spend time and energy dealing with fear and obstacles instead of taking action to move in the right direction? It’s so simple we can recognize it in others, and yet it’s so subtle we don’t see it in ourselves. That’s the problem. We don’t realize that we’re focused on what we don’t want.\u003cbr\u003e\u003cbr\u003e Raising your consciousness will help you begin moving in the opposite direction. One small shift makes a big difference. It may sound easy, but it’s not. The hard work is focusing on what you want to happen and not on what you are trying to avoid.\u003cbr\u003e\u003cbr\u003e Think It\u003cbr\u003e\u003cbr\u003e Similar to the Law of Attraction, start by making a commitment to focus your thoughts on what you want, not on what you don’t want. Write down specifically what you want. Make a contract with yourself.\u003cbr\u003e\u003cbr\u003e See It\u003cbr\u003e\u003cbr\u003e Now picture it in your mind. The more vividly you can picture the desired outcome, with every detail, the better. Many people find and display pictures that illustrate their desires. They find it very motivational and effective.\u003cbr\u003e\u003cbr\u003e Identify pictures that depict what you want. I’m not talking about material things. I’m referring to things like successful projects, growth and professional development, new skills, and an amazing family unit. What do these look like to you?\u003cbr\u003e\u003cbr\u003e Focus on the goal. More important than the words you say to others are the words you say to yourself.\u003cbr\u003e\u003cbr\u003e Do It\u003cbr\u003e\u003cbr\u003e Put these intentions into action. Become aware of what you’re focusing on, and focus on what you can control instead of on what you can’t. Practice and be persistent.\u003cbr\u003e\u003cbr\u003e I am a host on a Twin Cities television show called Life to the Max, produced by the Lifetouch Corporation (the K–12 school portrait photography and yearbook company). On the show, I tell the stories of people with special talents, people who persevere when it would be easier to quit, and people who have the self-discipline to put in the time. Renowned painter Jeffrey Hurinenko is one of those people.\u003cbr\u003e\u003cbr\u003e In the interview, I asked Jeff what it takes to be as good as he is. He said, “You can have all the talent in the world. You can study art all day long. But if you want to get really good, you’ve got to be willing to put in the miles.” He calls it “brush mileage.” You have to close yourself off from others and put in the time with a brush and canvas.\u003cbr\u003e\u003cbr\u003e In Malcolm Gladwell’s book Outliers, the author discusses the fact that people who have achieved greatness—whether in sports, music, or business—have clocked 10,000 hours of brush mileage or sweat equity to achieve success. Be persistent and practice.\u003cbr\u003e\u003cbr\u003e Celebrate Success\u003cbr\u003e\u003cbr\u003e All the while you are focusing on what you want and taking actions toward your goals, celebrate your successes. For many of us, our projects are long. Celebrating when they are completed could literally mean years. A sales executive once wrote me a note that it was this teaching point he most appreciated, and he is now a lot better at practicing it. His sales process is drawn out and requires input from multiple entities within his organization. He said that breaking the long, drawn-out process into milestones and celebrating along the way really keeps him going.\u003cbr\u003e\u003cbr\u003e It Takes Awareness\u003cbr\u003e\u003cbr\u003e It is very easy to slip back into focusing on what you don’t want. To turn things around, you have to catch yourself when your thoughts, actions, and words don’t line up. To illustrate:\u003cbr\u003e\u003cbr\u003e No one would say: “What I want is to engage in a conversation and say something offensive so that the other person says something that is equally or even more offensive. I’ll then respond in kind and storm away from the conversation steaming mad.”\u003cbr\u003e\u003cbr\u003e We would never say that, and yet it happens.\u003cbr\u003e\u003cbr\u003e Let’s say the same person has created an “I want” statement with a mental and emotional image to support that statement.\u003cbr\u003e\u003cbr\u003e The “I want” statement is: “I want to effectively manage conversations so that I bring out the best in others and create trusted and open communication.”\u003cbr\u003e\u003cbr\u003e This person has thought of a mental image of herself and what she is thinking and feeling when she is engaged in an effective conversation, and she can recall the image, her inner feelings, and the associated thought process at any time. When she is in a conversation and happens to say something the other person perceives as offensive, she immediately recalls this image. Suddenly, she responds in a creative way that brings out the best in the other person and creates trusted and open communication. Without the guide of the “I want” statement and its mental and emotional image, these moments all too often head south.\u003cbr\u003e\u003cbr\u003e I have had so many clients report a dramatic improvement in conversations and relationships, both personally and professionally, with “I want” statements and visualization of what they want. Additionally, once you see it clearly in your mind, you’ll naturally begin taking action toward what you want.\u003cbr\u003e\u003cbr\u003e How Does This Apply to the Business World?\u003cbr\u003e\u003cbr\u003e Companies can control the mind-set from which problems, challenges, and opportunities are communicated to the workforce. Here is an example of what often happens when a major change is occurring in an organization.\u003cbr\u003e\u003cbr\u003e Acme Manufacturing has been slowly trending downward. Orders have been falling over the past few quarters. Mike, its chief financial officer, alerts CEO Jerry of the problem. It’s not Mike’s fault, of course, but the indicators of problems were more obvious from his vantage point. Jerry convenes an emergency meeting with his key leadership in which the need for change is made clear. After the news is out on the table, there is a period of time when the leaders simply try to get their bearings. After pulling themselves together, they begin to consider possible solutions. Once they identify the best course of action, they establish a strategy to support it. After much debate and planning, the day comes to reveal the circumstances and proposed change to the masses.\u003cbr\u003e\u003cbr\u003e At that point, Jerry and his executive staff have been discussing the process for months. They have had plenty of time to think through the nuances and ramifications of the change, particularly as it relates to their own roles and responsibilities.\u003cbr\u003e\u003cbr\u003e Jerry makes a big company-wide presentation with the hopes that everyone will see the light, they’ll grab hold of the new direction, and life will be sweet. People listen as long as they hear something that has the potential to really have an impact on their world. As soon as something is said that has direct personal implications, they redirect their attention inward and begin focusing on it. More specifically, they focus on what they fear and what they hope to avoid through the process. They don’t hear anything else Jerry says.\u003cbr\u003e\u003cbr\u003e Jerry completes his presentation and steps down from the stage with high hopes. Instead, he is bombarded with expressions that show fear and questions. The resistance is obvious, and both sides of the equation are confused and, frankly, kind of mad. Jerry and his executive staff think, “Hey, everything we are proposing is for the greater good. Can’t you see this?” Truth be told, they can’t, not yet, and for some, not ever.\u003cbr\u003e\u003cbr\u003e Jerry and his senior leaders let the moment pass with the hope that things will improve with time. Instead, they get worse. People begin talking and hashing out the details. Questions come up and are answered with assumptions rather than facts. The plot thickens. The leaders close their doors because the conversations aren’t fun and they quickly tire of the repetitive nature of the questions. They think, “My gosh, how many times have I heard this question? I already addressed this in the big presentation, but they weren’t listening.” As I said, they had retreated inside their own heads to consider the ramifications of item 1 on a list of 20. So the leaders are left to deal with the aftershock. They have their own concerns and would love to offer their honest two cents, but they gut it out for the sake of the organization.\u003cbr\u003e\u003cbr\u003e Conversely, this is a real-life example of how a division leader used Seeing Red Cars prior to announcing a branch closing and was thanked for the humane way in which she delivered the bad news.\u003cbr\u003e\u003cbr\u003e Carol is a division vice president for National Widget Corporation. The depressed economic environment forced Carol to make the difficult decision to close an entire branch of the business. A meeting of all employees was convened. Carol began by showing the Seeing Red Cars film. When the lights were turned back on, she spoke candidly about her disappointment in having to make the decision and how she knew it was disappointing for everyone. Then she asked for their help. Carol told attendees to break into small groups, each with a leader, and record the “I wants” of their group in light of this change.\u003cbr\u003e\u003cbr\u003e When the participants had arrived, they had such thoughts as “I don’t want to lose my job” foremost in their minds. Once they were given the opportunity to have honest dialogue and discuss their feelings in a productive way, statements like this emerged: “I want to develop an opportunity for myself either here or elsewhere that makes use of my skills and talents” and “We want to contribute to realigning people and resources when this division closes to make the company even stronger.”\u003cbr\u003e\u003cbr\u003e The “I wants” set the tone toward a positive outlook, and a very productive session followed. Once people realized they could contribute their ideas and their thoughts were being heard, they relaxed. Their body language visibly changed. It proved to be a very powerful format with a positive outcome.\u003cbr\u003e\u003cbr\u003e In the days following the meeting, Carol received an outpouring of e-mail thanking her for her leadership through the difficulty of closing the branch. Seeing Red Cars united management and employees and led them to proactive decision-making in a time of crisis.\u003cbr\u003e\u003cbr\u003e The need for change Acme Manufacturing and National Widget Corporation faced is now the current dynamic in which we all live. Rapid marketplace changes can quickly affect the demand for your organization’s products and services. The realization that an organization needs to change may come from financial folks, as in the Acme Manufacturing example, or from sources such as exit interviews, employee climate surveys, or customer feedback. It may come from new innovations that create new opportunities. Regardless of the source, it is important to not ignore the signals.\u003cbr\u003e\u003cbr\u003e The economic downturn has changed the business landscape, and many say it will never be the same again. Most organizations will be forced to change. All of this uncertainty simply exacerbates our natural tendency to focus on what we don’t want. It is critically important for individuals, teams, and organizations to maintain focus on what they want, especially in light of unforeseen changes. Those who are able to respond to change creatively and innovatively will have the clear advantage over those who react to change with avoidance and fear.\u003cbr\u003e\u003cbr\u003e Now is the time to rock up onto our toes, clearly define what we want, and take definitive actions toward it. There is no time like the present. The reality is that one thing leads to another, whether it is positive or negative. It takes conscious effort and persistence to make sure that the thoughts and behaviors being spread are positive. Small successes and large achievements all start in the same way. Somebody focuses on what they want, and by doing so, they begin the journey of making it happen.\u003cbr\u003e\u003cbr\u003e It isn’t easy. In my work with clients over the years, I found myself scratching my head countless times when the need for change had been clearly identified. The team realized that if it remained on its current course, the end destination would not be one that anyone would choose, given an option. With this reality, a new direction was introduced. In many cases, there was no other viable option. I would think, “Why would you object to the only hope of survival or a positive outcome?” The direction that was being recommended may have been right or it may have been wrong, but it was clearly better than ignoring the signals that the team was in serious trouble, right? People still dug in their heels. Curious, I thought.\u003cbr\u003e\u003cbr\u003e Core to the Seeing Red Cars positive outcome mind-set is an unwavering focus despite obstacles and criticism. This mind-set must begin with you and then spread to your team and organization. The following story from the Seeing Red Cars film is a wonderful example of the tremendous potential of a singular, unwavering focus on a goal. Imagine what could be accomplished with a whole work team of Cliff Youngs.\u003cbr\u003e\u003cbr\u003e In 1983, Cliff Young decided to run the Sydney-to-Melbourne Ultra Marathon Race. The six-day, 875-kilometer run is considered to be the world’s toughest race. That’s more than 500 miles! Only the most elite runners are up to the challenge.\u003cbr\u003e\u003cbr\u003e Ready to go, Young, a 61-year-old farmer, is wearing a sweater and galoshes. When the marathon starts, the runners leave Young and his galoshes behind. The crowds laugh because he appears to be shuffling his feet instead of running correctly. Mockingly, it is called the “Young Shuffle.” But because he never read a book on racing and never talked to another runner, at night, when everyone else is sleeping, he shuffles right by them, nonstop for five and a half days. Young won that race. He broke the record by nine hours. He knew what he wanted, focused on that, and kept running.\u003cbr\u003e\u003cbr\u003e When people try new approaches, they are often mocked until the new approaches are proven to work. They need to have the courage to press on and not be deterred by others’ comments or snickers. Since Cliff Young’s success, the Young shuffle has been adopted by other ultramarathon runners because it expends less energy. Young’s story is one of dedication and determination and a clear example of achieving success through focusing on what you want.\u003cbr\u003e\u003cbr\u003e You know what your options are: more of what you don’t want or more of what you want. It’s time to make the right choice. Focus on what you really do want. It’s waiting out there for you.","brand":"Berrett-Koehler Publishers","offers":[{"title":"Default Title","offer_id":48233539010789,"sku":"NP9781605097275","price":18.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781605097275.jpg?v=1767736304","url":"https:\/\/k12savings.com\/es\/products\/seeing-red-cars-isbn-9781605097275","provider":"K12savings","version":"1.0","type":"link"}