I show concerned parents who want to give their children the best start to life how to better understand their children.

14 Jun 2013

Indie author blog tour: The 7 Keys to Change by William Matthies

Join William Matthies, author of the business and personal leadership self-help book, The 7 Keys to Change: A New Approach to Managing Change to Live Better and Work Smarter, as he tours the blogosphere June 3 - July 26, 2013 on his first virtual book tour with Pump Up Your Book!

the 7 keys


Research by McKinsey & Company and IBM Global Business Services says that 50% to 60% of companies fail to achieve some to all of their goals and objectives, with as many as 20% failing completely.
The divorce rate among first time marrieds continues to hover around 50% increasing to 60%+ among those marrying two times or more.
Is there correlation in these numbers?
This is no coincidence; these and other statistics describing our personal and professional lives demonstrate a strong correlation between failures in one leading to failure in the other.
“The 7 Keys to Change” teaches both the individual and the manager what they need to do to improve their efforts to manage change in their personal and professional lives.”

Purchase your copy at AMAZON




In 1986, I founded what was to become the largest independent market research/database marketing company in the consumer electronics and high tech fields. By the time I sold it in 1997, The Verity Group employed 400+ people at its California and Costa Rica offices.
Prior to that, I cofounded Barcus Berry Electronics, Inc. a venture capital-backed start-up with a proprietary audio technology called BBE, which was licensed for use in audio, video, computing, and telecommunication products.
From 1977 to 1983, I wore several hats at Pioneer Electronics (USA), Inc. including Director of Market Research, Director Sales Planning, National Sales Manager, Special Markets, Vice President Marketing and, ultimately, Senior Vice President Marketing and Product Development.
Today, I serve on corporate advisory boards, am a contributor for TWICE (the consumer electronics industry’s major trade publication) and lecture frequently at industry events around the world on managing change, strategic planning, and customer relations.
His latest book is The 7 Keys to Change Visit his website at www.coyoteinsight.com or 7 Keys page
Connect with William:

The 7 Keys to Change Virtual Book Publicity Tour Schedule

Monday, June 3 - Book reviewed and 1st chapter reveal at Get Reading Now
Tuesday, June 4 - Book featured at Parenting 2.0
Wednesday, June 5 - Book featured at The Writer's Life
Thursday, June 6 -Book featured at Naturally Kim B
Monday, June 10 - Book reviewed at My Devotional Thoughts
Thursday, June 13 - Guest blogging at The Story Behind the Book
Friday, June 14 - 1st chapter reveal at Parenting 2.0
Monday, June 17 - Interviewed at Broowaha
Wednesday, June 19 - Interviewed at Examiner
Friday, June 21 - Book featured at My Cozie Corner
Monday, June 24 - Interviewed at Literal Exposure
Tuesday, June 25 - Guest blogging at Literarily Speaking
Thursday, June 27 - Interviewed at Review From Here
Friday, June 28 - Interviewed at Beyond the Books
Pump Up Your Book

The Change in You

Question 1
Which of the following describes how you feel?
(Percent saying statement describes them.)
62%...... Change is inevitable; you couldn’t stop it if you
wanted to.
54%...... I am generally very optimistic.
47%...... When it comes to making change in my personal life,
it’s up to me.
46%......There is a lot I would like to change.
37%...... I can change anything I set my mind on.
36%...... Most of the change I’ve experienced in my life has
been good.
31%....... I get bored when things stay the same for too long.
31%.......Change is neither good nor bad.
28%......Too many things changing all at once scare me.
27%...... I get anxious when things change.
23%...... I am content in my business/work AND personal lives.
19%...... Changes in my job are very different than changes in
my personal life.
18%...... I love change.
15%....... I am NOT very good at making change happen.
14%...... I am content with my personal life but NOT my
business/work life.
14%...... I am generally very pessimistic.
9%......... Most of the change I’ve experienced in my life has
been bad.
7%......... When it comes to making changes in my company, it’s
up to me.
5%......... If I had my way, nothing would change.
5%......... I am content with my business/work life but NOT my
personal life.

Chapter 1
How We View Change
Before getting to the specifics of what change is and how to make the
results of changes in our lives more positive, let’s consider what a statistically
valid sample of people (such as you and me) have to say on the
The following summarizes the attitudes and opinions of 512 individuals
between eighteen and seventy years old living in the United States.1
When you look at their answers to questions about change, you’ll see
that your views are the views of many.
It is fairly rare in surveys to find things that “everyone” or “no one” “always”
or “never” believes, but you wouldn’t guess that based on how
we talk—for example, “Everyone’s going.” “No one shops there.” or “I
am totally okay with that.”
However, rather than absolutes, we find a wide divergence of opinion.
And when it comes to how people feel about change, things are no
The first question sets the stage for all that follow, and there are only two
instances where a majority agrees that the statement describes them. All
others are below a majority (less than 51 percent); in several cases, they
are low to the point of being—at best—a significant minority (approximately
25 percent) if not an outright small group (10 percent or less).
There is much to learn from these data and little way to define people
based on just one answer. For example, the 62 percent who feel that
change is inevitable include some of the 54 percent who say they are
optimistic, along with the 14 percent who self-describe themselves as
The approximately 20 percent who say they love change is also a diverse
group, including men and women of all ages, some of whom are
content with the changes in their lives and some not. What about the
46 percent who say there’s a lot they’d like to change relative to the 37
percent who feel they can change whatever they wish? Are they mostly
mutually exclusive, with a few in one group also being in the other?
Possibly but not likely. Identifying how you would like something to be
is not the same as knowing how to make it so.
Perhaps the most important conclusion is the fact that there is so much
divergence in these answers. This suggests that when it comes to change,
there is conflict in the minds of many, and if that is how you feel, at least
you know you are not alone.
Each of us has, at many different times, in countless different circumstances,
attempted to make change happen to our benefit. How has
that worked for you? Are you happy with the outcome? Look at this
group’s responses to see how you compare.
Question 2 asked, “Have you attempted to make what you would consider
‘big changes’ in either your job/business or personal life?”
• Seventy-three percent indicated they had, whereas 27 percent
indicated they hadn’t.
Question 3 asked, “Was the change you attempted to make in your job/
business, your personal life, or both?”
• Job/business: 15 percent
• Personal: 37 percent
• Both: 49 percent
Now for question 4: “How did your attempts at change turn out?”
• Very well, I successfully made the changes I wanted: 42 percent.
• Okay, but not completely what I had in mind: 35 percent.
• Not well; I was unable to make the changes I wanted: 23 percent.
Three of four people have attempted what they consider to be big
changes in their lives, with half the changes being in both their professional
and personal lives. And interesting for reasons you will come to
understand later, only approximately 40 percent report complete satisfaction,
with an additional one third finding things okay, and the remaining
25 percent indicating poor outcomes.
As an aside, imagine being a manager in a company charged with facilitating
major changes in the way the company does business. If that
were you, which of these individuals would you want to have working
on your change initiatives? Who would you not want? Not sure? Keep
Question 5 asked, “Are you currently thinking about making what you
consider to be major changes in your job or business and/or your personal
• Job or business: 10 percent
• Personal life: 22 percent
• Both: 20 percent
• No: 49 percent
What do you think of the 49 percent who say they are not thinking
about major changes? If you aren’t comfortable with change, you might
feel a bit envious and assume they have nothing to change.
This may be so, but possible alternative reasons for their answers include
the following:
• They had just completed all the major changes they needed to
make at the time they answered this question.
• It never occurred to them to think about change.
• People don’t think about change until they are forced to.
Whatever the case, those not considering major changes will experience
just as much change as those who are thinking about making
changes. Change is inevitable, a fact acknowledged by two thirds of the
sample. So what’s on the minds of the 51 percent who are considering
changes? Question 6 (“What changes are you considering?”) provides
the answer.
• Improve a relationship: 24 percent
• Where I live: 20 percent
• End a relationship: 15 percent
• Begin a relationship: 12 percent
• Career: 10 percent
• Improve health: 9 percent
• Have children: 7 percent
• Lose weight: 5 percent
The above categories in question 6 summarize detailed responses from
those who plan change. These people are not only considering “career
changes.” They’re going to quit jobs, find new jobs, seek or refuse promotions,
ask for raises, transfer to new locales, work harder, slow down,
and start or close their own companies.
This level of detail is also present for the other categories. They are investing
time and energy considering what to do, whether or not the
contemplated change is something they desire. Like it or not, ready or
not, they understand change is on the horizon. But are they prepared
for what that means?
At any given time, 50 percent of us are contemplating significant changes.
You’d think we’d also have plans to increase the odds of success, but
as question 7 indicates (“Do you have a specific way or process you use
for changing things?”), far more don’t than do.
• I don’t have a way or process for changing things. I would just do
whatever comes to mind: 61 percent.
• I do have a way or process for changing things and would use that:
39 percent.
Does a specific methodology help with the outcomes? Remember the
23 percent in question 4 who said they failed to make their desired
changes? That number decreases to just 9 percent among those who
say they have a specific methodology. Yes, a plan helps.
I’d even venture a guess that a significant number of the 9 percent who
had a plan but failed to make their desired changes did so because they
had the wrong plan.
Perhaps the most uncertainty comes when contemplating change in our
personal versus professional lives. Is the approach the same for both?
According to the sample, the answer is a resounding…we’re not sure.
When asked if the process people should use to change something at
work is the same or similar to the process they should use to change
something in their personal lives, 36 percent said it was the same,
whereas 32 percent thought the opposite. The remaining 32 percent
were not sure.
You are correct if you assume there are many different ways to attempt
personal and professional change, but remember the goal is not attempting
change but achieving positive results. As you will see in later
chapters, our collective track record in doing that is not all that good.
Results aside, question 8 (“Which, if any, of the following sources of
information have you used to better understand how you can make
change happen?”) tells us where people turn for help when contemplating
• Asked advice from friends or family: 53 percent.
• Read books about how to change things: 35 percent.
• Read magazine articles about how to make change happen: 28
• I haven’t done any of these things: 27 percent.
• Talked with a professional, such as a medical doctor, a psychiatrist,
or a psychologist: 25 percent.
• Asked business associates for advice: 14 percent.
• Attended a seminar led by someone who knows how to make
change happen: 10 percent.
• Talked with a psychic: 3 percent.
The preceding suggests hope for authors writing about change, but still
only one in three individuals rely on books. Slightly more than 50 percent
are looking to others for guidance, many of which are equally at a
loss. (“The blind leading the blind” comes to mind.) Lastly, the psychic
community is at the bottom of the list, but “experts” don’t fare much
better. There is no clear agreement as to where one should go to learn
how to make positive changes happen. Sadly, most people really don’t
know what to do.
We’ve looked at how people view change, some of which will be altered
by what their companies say and do. But how do employees feel
about willingness of their employers to help them manage change—in
the workplace and at home?
Although the musical refrain “we are family” may be as common in employee
handbooks as it is at wedding receptions, when it comes to following
through on such claims, the vote is split.
Question 9 asked, “As far as you know, when your company says it is
‘family,’ does that include the employee’s family members or just the
employees themselves?”
• It does include employee family members: 52 percent.
• It does not include employee family members; only employees
are included: 36 percent.
• I don’t know: 12 percent.
Question 10 asked, “Based on what employers do compared with what
they say, which of the following best describes how believable a company’s
claim is regarding being a ‘family’?”
• They include both employees and employee family members in
the company “family,” and the claim is believable: 50 percent.
• They do treat employees like members of the company “family”
but do not include employee family members, so the claim is only
half believable: 28 percent.
• They do not treat employees or their family members as “family,”
and the claim is not believable: 22 percent.
To a glass half-full person, the fact that 50 percent of the respondents
said employers were family inclusive would be positive. The glass halfempty
types would point out that 50 percent of the respondents think
their employers fall into the dysfunctional family definition. Does it matter?
It doesn’t if employees have no personal problems, and, if they do,
these problems do not affect their job performance.
Let’s see what the employees have to say about this. Question 11 asked,
“How often would you say your personal problems negatively affect
your job performance?”
• Often to always: 17 percent
• Sometimes: 39 percent
• Rarely to never: 39 percent
It is possible that some people who believe their work performance is
negatively affected by personal problems may be wrong. However, it is
also likely that an even larger number of those who do not think their
personal lives intrude on their performance may also be wrong.
Which do you feel is most likely? If you are a manager charged with
making change happen through the efforts of either or both groups,
are you willing to assume that the personal problems of employees will
not be an issue?
In the end, you cannot help where help is not welcomed, so it made
sense to ask whether employees would be open to offers of help (with
their personal issues) coming from their employers.
Question 12 asked, “Whether or not your company offers to help employees
solve personal problems, do you think it would be a good idea
if it did?”
• Yes: 66 percent
• No: 34 percent
As stated previously, there are few absolutes in life and this is but one
more example. The one third who say they are not looking to their
companies for help will probably view attempts by their employers
to help as an invasion of their privacy. But that still leaves two thirds
who feel otherwise. The more a company can help its employees help
themselves, the greater the probability that the company will also
achieve its goals. This is good to know, but a more pressing question
remains: “What now?”
With this snapshot of how individuals like us view change, we can move
into discovering what change is all about, as well as the tools we need
to bring about favorable changes in our personal and professional lives.

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I show concerned parents who want to give their children the best start to life
how to better understand their children.
And I show people who are facing difficulties that they are not alone


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