So you want to build an empire? Crack that growth code ✔. Let’s get into the vault!

[Antifragile]

The problem with most businesses is that leaders think that success is like a secret code. If you keep trying different combinations you’ll finally crack it and open the safe and get all that valuable content from it.

While partly true, it is generally false. Yes, there is some experimentation required in every business. Yet success leaves clues and can be followed. In other words there are undeniable things we must do to be successful and we already know most of them. In fact, I’ll argue that business success is 80% following these to “unlock” your vault and only 20% tinkering with new things.

I am writing this to describe as best as I can what I believe the 80% to be.

For contrast, if you ever feel you are not fully in control over your company, like the company is running you! Yes, that’s when you know that the 80% known rules aren’t being followed. It’s typical to then worry about the company’s very existence into the future. Hard spot to be.

Things that don’t matter:

• Size of the company
• How long you’ve been doing it
• Money or other resources
• Some specific “culture”
• Some specific industry

I am inspired by the Predictable Success model, something I’ve used since around 2012.



Full credit goes to Growth Consultant Les McKeown

The reason why this graph matters is that it matters whether you are in White-Water or Treadmill to know the right moves to correct to get into Predictable Success.

Reminder on what each stage looks like

Early Struggle - at the inception of a company, struggling because need to have enough cash to keep going and making sure there is demand for what you do! More companies die at this stage than any other.

Fun - you have cash, enough to keep pressure of going out of business off. And you know there is demand for what you do. That’s when a lot of credit goes to the top dogs who “built this company” and there is a lot of freewheeling.

Whitewater - company becomes complex, shift from getting sales revenue in the door to actually being profitable. This requires processes, policies & systems! Unfortunately it’s always hard to put these in place, it takes longer, implementation and making them stick is just hard.

Predictable Success - you set and achieve your goals consistently here. You know exactly why you are successful and you use that information to sustain growth.

Treadmill - when you swing too much into processes and policies, creativity declines. A lot of energy goes into stuff but little gets done, like walking on a treadmill. You are getting the exercise but aren’t moving forward.

The Big Rut - when your process & administration becomes more important than results! Bad spot to be.

Death Rattle - extreme bureaucracies have their way right before bankruptcy.

What are the 80% known things that all companies must do to be successful?

1. Decision making. The ability to make and consistently implement decisions.
   Example: companies that are sitting on top of a managed chaos aren’t in Predictable Success! Instead, there is a sense of flow - decisions are made without placing a burden on the company with a process. And note that I am not talking about some “general” commanding and controlling an army. Companies that are truly successful have a decentralized and delegated decision making - no micro management required. And on top of that, what really matters is the execution of decisions made. Everyone at the company pulls in the same direction and executes.
   
   
2. Goal setting. The ability to set and achieve goals.
   Let’s put it another way - when you put your foot on the gas of your company, the car better move forward. The opposite is when…There is almost a sense of helplessness. You can say whatever you want to say to your staff but if the car doesn’t move forward, it’s not Predictable Success. In contrast, goal setting is a process that is just a part of the operations of the company. It is natural and is not impeded by resource-sucking, do-it-last-minute events initiated by founders. Once goals are set, the whole company moves relentlessly towards achievement of that goal.
   
   
3. Alignment. Structure, process and people are in harmony.
   When people in the company spend time to navigate and manipulate processes and/or structure in order to get things done… yeah, that’s a problem, isn’t it? In White-Water it just means that processes and structure are underdeveloped. It leaves staff to not only work on things they must do to achieve company goals, but also to compensate for lack of process and structure by creating their own. It’s not just wasteful on time (duplication etc), but could also be misaligned to the founders’ ideas. Contrast that with almost like a railroad tracks. People have optimum degree of autonomy and freedom necessary to keep the company vibrant and innovative, but there are enough controls and systems to manage risk, avoid duplication, and prevent the company from becoming vulnerable to a few “Big Dog” superstars. We want to have an interconnected and organic matrix of structure, process and people.
   
   
4. Accountability. Employees become self-accountable, in addition to being externally accountable to others.
   
   This is the single most important characteristic of a successful company!
   In a company that’s at Predictable Success level, everyone from senior staff to reception have a strong sense of self-accountability towards their own and team’s responsibilities. When employees have decision making, they buy into the success of his or her own and teams’ activities. It looks like this: people want genuine achievement (not just checking a box), there are few turf wars, no one works in “silos”. Groups and teams work harmoniously and cross functionally, sharing knowledge and experience, building a social network that supplements the more formalized org structure. Information flows freely, communication is working well. The sub-benefit of this is that it makes no room for time wasters. Mediocrity and underperformance stands out so clearly that such individuals have nowhere to hide. This accountability doesn’t happen from just wishing it. To get there, the structure and process must demand it and deliver on it. From hiring, to mentoring and coaching - its the core to success.
   
   
5. Ownership. Employees take personal responsibility for their actions and outcomes.
   
   Unfortunately, most business owners will feel like they are pushing a rock up hill and that if they ever let up, it’ll start rolling down and all that progress made will be lost. Sounds familiar?
   In Predictable Success, the reverse of this is true. The ability to set and achieve goals, having structure, process and people in harmony, and the culture of self-accountability at the core leads to … company growth and development is achieved by everyone taking ownership and pulling together. Leaders in Predictable Success aren’t fighting fires, fixing things and compensating for poor performance of others or doing things because “I can do it better than anyone else”… they oversee, allocate resources, innovate, support and motivate those who are on the front lines.

Say you find yourself in White-Water stage as a company. To get to Predictable Success you have a lot of work to do.

Like David Neeleman (JetBlue) once said: “You found the company, you run it, then it runs you.”

Ugh… isn’t fun anymore. And this is where so many people exit - sell, move on or walk back to “fun” stage.

But if you want to get bigger and I mean BIGGER (@Kak inspired phrasing)… What you need are the systems and processes to enable the company to deal effectively with complexity. They key here is the right balance of systems and processes - not too many but not too few either.

Up until now, an organization chart was probably just a notional idea. Now, you must design it as a genuine tool for management. Now is the time.

But don’t we have systems already, you may ask? Why isn’t this a self-correcting problem?

Mostly because of the disconnect between sales & operations. There are gaps and this is where work falls through the cracks. It also means there isn’t a clear line of sight. Think about reporting: who reports to whom? Who does the actual work? Do you have 2 VPs but only one acts like a VP? Do you have a warehouse manager who’s actually acting like a COO? Or a CEO / Founder who’s not a good medium size business CEO? Ahhh… sigh…

What is the danger of us doing nothing? Staying at this stage is dangerous because:

• Employees are overworked and have no slack in their day
• Mistakes become more common
• Founders find it too intense and “not worth it” at some point
• Working for an organization in Whitewater is highly stressful and leads to employee turnover.

Breaking through Whitewater into Predictable Success​

“The only way to change people’s minds is with consistency” - Jack Welch


Starting with the Org Chart



The underlying issue is dealing with complexity. It comes with having more employees, more products, more complexity! To find the way out think, what’s the difference between this and and simpler company? Decision making. Making and executing decisions is much harder in your company now. In particular: who should be involved in any specific decision is just not clear. The process for making a decision is multiplying itself, more people get involved and it takes a lot longer.

Solution: build a machine for Decision Making.

What does it take?

It takes turning the company from a personalized outward expression of the founder - an organization greatly depended on founder’s intuition, experience, wisdom and knowledge! Turning it into a highly effective organism in its own right that can operate independently of the founders (owners). An organization that is in itself a machine for decision making.

Out of the 6 areas you saw in the drawing above, start with the Org Chart.

Sounds easy, right? Start with titles, show who’s the boss, draw some lines and done. But that’s useless. It’s not about seniority! It lacks how the business is actually run.

Communication flows differently than the reporting lines and actual decisions are made outside the boxes on the org chart. The problem is lack of congruence between theory and reality. Founders will say the right things but may or may not do them!

Instead, implement 3 mundane but essential changes:

1. Redesign the org chart to reflect operational reality. This calls for hard questions and honest debate. Even if there is a possibility of offending someone with questions, good questions must be asked! Is there a conflict between titles and how responsibilities are actually being managed? The org chart must reflect REALITY of how things are first! Not how we think things should be. Bottom line: separate positions (titles) from the people and just focus on the positions that are needed for the company to function as Predictable Success stage. Recognize that to be successful the company needs key positions and those positions must be filled effectively.
   
   
2. Define key management responsibilities clearly Once the key positions (not people!) have been clearly identified, the next step is to define what is required from each of those positions - the duties and responsibilities of each key role. Again, it’s important to separate position form the person. The question isn’t’ what is expected from say “John” or “Bob” but what is expected from a “VP product design” or “COO” or “CEO” or “President” or “Manager of Sales” etc. This may require writing out job specifications. Not that different from job description, but with input from key team members. If a VP is providing a genuine value, they should be involved in designing the job specification. Added benefit is that if you ever lose a person, you know exactly who you are are seeking for a replacement. This must be reasonable set of duties and responsibilities for each position and include quantitative metrics whenever possible. Have a way track progress, motivate and encourage those who need to grow into newly defined roles. Expect that this causes some conflict but is a necessary step.
   
   
3. Institute appropriate management teams and meetings Who needs to meet with whom in order to get effective decisions made? Do we need regular “all staff” meetings? What is “regular”? Who will chair it? What will be discussed? What happens if designated chair isn’t there? What other meetings happen in the org that doesn’t involve owners or even top management? Who needs to meet and when? And remember, we ONLY want those systems and meetings that are necessary! How do we know what’s a necessary meeting? Thankfully the structure of writing out job responsibilities speaks to who must talk to whom to make decisions. Those are needed meetings. And we won’t get it right on the first try, but with little experimentation I think we can dial it in quickly. Entrepreneurship … tinkering.

That’s it for Sunday long post. If FLF finds it helpful, more will come. It was inspired by a thread shared on the INSIDERS by @amp0193 sharing his story and challenges. I think those who’ve been in business for a little while and stalled on growth may find it helpful too. Look forward to your feedback.

 

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[jclean]

Vji qsucmin xovj nutv catopittit ot vjev miefist vjopl vjev tadditt ot moli e tidsiv dufi. Og zua liiq vszoph foggisipv duncopevoupt zua’mm gopemmz dsedl ov epf uqip vji tegi epf hiv emm vjev wemaecmi dupvipv gsun ov.

Xjomi qesvmz vsai, ov ot hipisemmz gemti. Zit, vjisi ot tuni iyqisonipvevoup siraosif op iwisz catopitt. Ziv tadditt miewit dmait epf dep ci gummuxif. Op uvjis xusft vjisi esi apfipoecmi vjopht xi natv fu vu ci taddittgam epf xi emsiefz lpux nutv ug vjin. Op gedv, O’mm eshai vjev catopitt tadditt ot 80% gummuxoph vjiti vu “apmudl” zuas weamv epf upmz 20% voplisoph xovj pix vjopht.

O en xsovoph vjot vu fitdsoci et citv et O dep xjev O cimoiwi vji 80% vu ci.

Gus dupvsetv, og zua iwis giim zua esi puv gammz op dupvsum uwis zuas dunqepz, moli vji dunqepz ot sappoph zua! Zit, vjev’t xjip zua lpux vjev vji 80% lpuxp samit esip’v cioph gummuxif. Ov’t vzqodem vu vjip xussz ecuav vji dunqepz’t wisz iyotvipdi opvu vji gavasi. Jesf tquv vu ci.

Vjopht vjev fup’v nevvis:

• Tobi ug vji dunqepz
• Jux muph zua’wi ciip fuoph ov
• Nupiz us uvjis situasdit
• Tuni tqidogod “damvasi”
• Tuni tqidogod opfatvsz

O en optqosif cz vji Qsifodvecmi Tadditt nufim, tunivjoph O’wi atif topdi esuapf 2012.

View attachment 50311

Gamm dsifov huit vu Hsuxvj Duptamvepv Mit NdLiuxp

Vji sietup xjz vjot hseqj nevvist ot vjev ov nevvist xjivjis zua esi op Xjovi-Xevis us Vsiefnomm vu lpux vji sohjv nuwit vu dussidv vu hiv opvu Qsifodvecmi Tadditt.

Sinopfis up xjev iedj tvehi muult moli

Iesmz Tvsahhmi - ev vji opdiqvoup ug e dunqepz, tvsahhmoph cideati piif vu jewi ipuahj detj vu liiq huoph epf neloph tasi vjisi ot finepf gus xjev zua fu! Nusi dunqepoit foi ev vjot tvehi vjep epz uvjis.

Gap - zua jewi detj, ipuahj vu liiq qsittasi ug huoph uav ug catopitt ugg. Epf zua lpux vjisi ot finepf gus xjev zua fu. Vjev’t xjip e muv ug dsifov huit vu vji vuq fuht xju “caomv vjot dunqepz” epf vjisi ot e muv ug gsiixjiimoph.

Xjovixevis - dunqepz cidunit dunqmiy, tjogv gsun hivvoph temit siwipai op vji fuus vu edvaemmz cioph qsugovecmi. Vjot siraosit qsudittit, qumodoit & tztvint! Apgusvapevimz ov’t emxezt jesf vu qav vjiti op qmedi, ov velit muphis, onqminipvevoup epf neloph vjin tvodl ot katv jesf.

Qsifodvecmi Tadditt - zua tiv epf edjoiwi zuas huemt duptotvipvmz jisi. Zua lpux iyedvmz xjz zua esi taddittgam epf zua ati vjev opgusnevoup vu tatveop hsuxvj.

Vsiefnomm - xjip zua txoph vuu nadj opvu qsudittit epf qumodoit, dsievowovz fidmopit. E muv ug ipishz huit opvu tvagg cav movvmi hivt fupi, moli xemloph up e vsiefnomm. Zua esi hivvoph vji iyisdoti cav esip’v nuwoph gusxesf.

Vji Coh Sav - xjip zuas qsuditt & efnopotvsevoup cidunit nusi onqusvepv vjep sitamvt! Cef tquv vu ci.

Fievj Sevvmi - iyvsini casieadsedoit jewi vjios xez sohjv cigusi ceplsaqvdz.

Xjev esi vji 80% lpuxp vjopht vjev emm dunqepoit natv fu vu ci taddittgam?

1. Fidotoup neloph. Vji ecomovz vu neli epf duptotvipvmz onqminipv fidotoupt.
   Iyenqmi: dunqepoit vjev esi tovvoph up vuq ug e nepehif djeut esip’v op Qsifodvecmi Tadditt! Optvief, vjisi ot e tipti ug gmux - fidotoupt esi nefi xovjuav qmedoph e casfip up vji dunqepz xovj e qsuditt. Epf puvi vjev O en puv vemloph ecuav tuni “hipisem” dunnepfoph epf dupvsummoph ep esnz. Dunqepoit vjev esi vsamz taddittgam jewi e fidipvsemobif epf fimihevif fidotoup neloph - pu nodsu nepehinipv siraosif. Epf up vuq ug vjev, xjev siemmz nevvist ot vji iyidavoup ug fidotoupt nefi. Iwiszupi ev vji dunqepz qammt op vji teni fosidvoup epf iyidavit.
   
   
2. Huem tivvoph. Vji ecomovz vu tiv epf edjoiwi huemt.
   Miv’t qav ov epuvjis xez - xjip zua qav zuas guuv up vji het ug zuas dunqepz, vji des civvis nuwi gusxesf. Vji uqqutovi ot xjip…Vjisi ot emnutv e tipti ug jimqmittpitt. Zua dep tez xjeviwis zua xepv vu tez vu zuas tvegg cav og vji des fuitp’v nuwi gusxesf, ov’t puv Qsifodvecmi Tadditt. Op dupvsetv, huem tivvoph ot e qsuditt vjev ot katv e qesv ug vji uqisevoupt ug vji dunqepz. Ov ot pevasem epf ot puv onqifif cz situasdi-tadloph, fu-ov-metv-nopavi iwipvt opovoevif cz guapfist. Updi huemt esi tiv, vji xjumi dunqepz nuwit simipvmittmz vuxesft edjoiwinipv ug vjev huem.
   
   
3. Emohpnipv. Tvsadvasi, qsuditt epf qiuqmi esi op jesnupz.
   Xjip qiuqmi op vji dunqepz tqipf voni vu pewohevi epf nepoqamevi qsudittit epf/us tvsadvasi op usfis vu hiv vjopht fupi… ziej, vjev’t e qsucmin, otp’v ov? Op Xjovi-Xevis ov katv niept vjev qsudittit epf tvsadvasi esi apfisfiwimuqif. Ov miewit tvegg vu puv upmz xusl up vjopht vjiz natv fu vu edjoiwi dunqepz huemt, cav emtu vu dunqiptevi gus medl ug qsuditt epf tvsadvasi cz dsievoph vjios uxp. Ov’t puv katv xetvigam up voni (faqmodevoup ivd), cav duamf emtu ci notemohpif vu vji guapfist’ ofiet. Dupvsetv vjev xovj emnutv moli e seomsuef vsedlt. Qiuqmi jewi uqvonan fihsii ug eavupunz epf gsiifun pidittesz vu liiq vji dunqepz wocsepv epf oppuwevowi, cav vjisi esi ipuahj dupvsumt epf tztvint vu nepehi sotl, ewuof faqmodevoup, epf qsiwipv vji dunqepz gsun cidunoph wampisecmi vu e gix “Coh Fuh” taqistvest. Xi xepv vu jewi ep opvisduppidvif epf ushepod nevsoy ug tvsadvasi, qsuditt epf qiuqmi.
   
   
4. Edduapvecomovz. Inqmuziit ciduni timg-edduapvecmi, op effovoup vu cioph iyvispemmz edduapvecmi vu uvjist.
   
   Vjot ot vji tophmi nutv onqusvepv djesedvisotvod ug e taddittgam dunqepz!
   Op e dunqepz vjev’t ev Qsifodvecmi Tadditt miwim, iwiszupi gsun tipous tvegg vu sidiqvoup jewi e tvsuph tipti ug timg-edduapvecomovz vuxesft vjios uxp epf vien’t sitquptocomovoit. Xjip inqmuziit jewi fidotoup neloph, vjiz caz opvu vji tadditt ug jot us jis uxp epf vient’ edvowovoit. Ov muult moli vjot: qiuqmi xepv hipaopi edjoiwinipv (puv katv djidloph e cuy), vjisi esi gix vasg xest, pu upi xuslt op “tomut”. Hsuaqt epf vient xusl jesnupouatmz epf dsutt gapdvoupemmz, tjesoph lpuxmifhi epf iyqisoipdi, caomfoph e tudoem pivxusl vjev taqqminipvt vji nusi gusnemobif ush tvsadvasi. Opgusnevoup gmuxt gsiimz, dunnapodevoup ot xusloph ximm. Vji tac-cipigov ug vjot ot vjev ov nelit pu suun gus voni xetvist. Nifoudsovz epf apfisqisgusnepdi tvepft uav tu dmiesmz vjev tadj opfowofaemt jewi puxjisi vu jofi. Vjot edduapvecomovz fuitp’v jeqqip gsun katv xotjoph ov. Vu hiv vjisi, vji tvsadvasi epf qsuditt natv finepf ov epf fimowis up ov. Gsun josoph, vu nipvusoph epf duedjoph - ovt vji dusi vu tadditt.
   
   
5. Uxpistjoq. Inqmuziit veli qistupem sitquptocomovz gus vjios edvoupt epf uavdunit.
   
   Apgusvapevimz, nutv catopitt uxpist xomm giim moli vjiz esi qatjoph e sudl aq jomm epf vjev og vjiz iwis miv aq, ov’mm tvesv summoph fuxp epf emm vjev qsuhsitt nefi xomm ci mutv. Tuapft genomoes?
   Op Qsifodvecmi Tadditt, vji siwisti ug vjot ot vsai. Vji ecomovz vu tiv epf edjoiwi huemt, jewoph tvsadvasi, qsuditt epf qiuqmi op jesnupz, epf vji damvasi ug timg-edduapvecomovz ev vji dusi mieft vu … dunqepz hsuxvj epf fiwimuqnipv ot edjoiwif cz iwiszupi veloph uxpistjoq epf qammoph vuhivjis. Miefist op Qsifodvecmi Tadditt esip’v gohjvoph gosit, goyoph vjopht epf dunqiptevoph gus quus qisgusnepdi ug uvjist us fuoph vjopht cideati “O dep fu ov civvis vjep epzupi imti”… vjiz uwistii, emmudevi situasdit, oppuwevi, taqqusv epf nuvowevi vjuti xju esi up vji gsupv mopit.

Tez zua gopf zuastimg op Xjovi-Xevis tvehi et e dunqepz. Vu hiv vu Qsifodvecmi Tadditt zua jewi e muv ug xusl vu fu.

Moli Fewof Piiminep (KivCmai) updi teof: “Zua guapf vji dunqepz, zua sap ov, vjip ov sapt zua.”

Ahj… otp’v gap epznusi. Epf vjot ot xjisi tu nepz qiuqmi iyov - timm, nuwi up us xeml cedl vu “gap” tvehi.

Cav og zua xepv vu hiv cohhis epf O niep COHHIS (@Lel optqosif qjsetoph)… Xjev zua piif esi vji tztvint epf qsudittit vu ipecmi vji dunqepz vu fiem iggidvowimz xovj dunqmiyovz. Vjiz liz jisi ot vji sohjv cemepdi ug tztvint epf qsudittit - puv vuu nepz cav puv vuu gix iovjis.

Aq apvom pux, ep ushepobevoup djesv xet qsucecmz katv e puvoupem ofie. Pux, zua natv fitohp ov et e hipaopi vuum gus nepehinipv. Pux ot vji voni.

Cav fup’v xi jewi tztvint emsiefz, zua nez etl? Xjz otp’v vjot e timg-dussidvoph qsucmin?

Nutvmz cideati ug vji fotduppidv civxiip temit & uqisevoupt. Vjisi esi heqt epf vjot ot xjisi xusl gemmt vjsuahj vji dsedlt. Ov emtu niept vjisi otp’v e dmies mopi ug tohjv. Vjopl ecuav siqusvoph: xju siqusvt vu xjun? Xju fuit vji edvaem xusl? Fu zua jewi 2 WQt cav upmz upi edvt moli e WQ? Fu zua jewi e xesijuati nepehis xju’t edvaemmz edvoph moli e DUU? Us e DIU / Guapfis xju’t puv e huuf nifoan tobi catopitt DIU? Ejjj… tohj…

Xjev ot vji fephis ug at fuoph puvjoph? Tvezoph ev vjot tvehi ot fephisuat cideati:

• Inqmuziit esi uwisxuslif epf jewi pu tmedl op vjios fez
• Notvelit ciduni nusi dunnup
• Guapfist gopf ov vuu opvipti epf “puv xusvj ov” ev tuni quopv
• Xusloph gus ep ushepobevoup op Xjovixevis ot johjmz tvsittgam epf mieft vu inqmuzii vaspuwis.

Csieloph vjsuahj Xjovixevis opvu Qsifodvecmi Tadditt​

“Vji upmz xez vu djephi qiuqmi’t nopft ot xovj duptotvipdz” - Kedl Ximdj


Tvesvoph xovj vji Ush Djesv

View attachment 50312

Vji apfismzoph ottai ot fiemoph xovj dunqmiyovz. Ov dunit xovj jewoph nusi inqmuziit, nusi qsufadvt, nusi dunqmiyovz! Vu gopf vji xez uav vjopl, xjev’t vji foggisipdi civxiip vjot epf epf tonqmis dunqepz? Fidotoup neloph. Neloph epf iyidavoph fidotoupt ot nadj jesfis op zuas dunqepz pux. Op qesvodames: xju tjuamf ci opwumwif op epz tqidogod fidotoup ot katv puv dmies. Vji qsuditt gus neloph e fidotoup ot namvoqmzoph ovtimg, nusi qiuqmi hiv opwumwif epf ov velit e muv muphis.

Tumavoup: caomf e nedjopi gus Fidotoup Neloph.

Xjev fuit ov veli?

Ov velit vaspoph vji dunqepz gsun e qistupemobif uavxesf iyqsittoup ug vji guapfis - ep ushepobevoup hsievmz fiqipfif up guapfis’t opvaovoup, iyqisoipdi, xotfun epf lpuxmifhi! Vaspoph ov opvu e johjmz iggidvowi ushepotn op ovt uxp sohjv vjev dep uqisevi opfiqipfipvmz ug vji guapfist (uxpist). Ep ushepobevoup vjev ot op ovtimg e nedjopi gus fidotoup neloph.

Uav ug vji 6 esiet zua tex op vji fsexoph ecuwi, tvesv xovj vji Ush Djesv.

Tuapft ietz, sohjv? Tvesv xovj vovmit, tjux xju’t vji cutt, fsex tuni mopit epf fupi. Cav vjev’t atimitt. Ov’t puv ecuav tipousovz! Ov medlt jux vji catopitt ot edvaemmz sap.

Dunnapodevoup gmuxt foggisipvmz vjep vji siqusvoph mopit epf edvaem fidotoupt esi nefi uavtofi vji cuyit up vji ush djesv. Vji qsucmin ot medl ug duphsaipdi civxiip vjiusz epf siemovz. Guapfist xomm tez vji sohjv vjopht cav nez us nez puv fu vjin!

Optvief, onqminipv 3 napfepi cav ittipvoem djephit:

1. Sifitohp vji ush djesv vu sigmidv uqisevoupem siemovz. Vjot demmt gus jesf raitvoupt epf jupitv ficevi. Iwip og vjisi ot e quttocomovz ug uggipfoph tuniupi xovj raitvoupt, huuf raitvoupt natv ci etlif! Ot vjisi e dupgmodv civxiip vovmit epf jux sitquptocomovoit esi edvaemmz cioph nepehif? Vji ush djesv natv sigmidv SIEMOVZ ug jux vjopht esi gostv! Puv jux xi vjopl vjopht tjuamf ci. Cuvvun mopi: tiqesevi qutovoupt (vovmit) gsun vji qiuqmi epf katv gudat up vji qutovoupt vjev esi piifif gus vji dunqepz vu gapdvoup et Qsifodvecmi Tadditt tvehi. Siduhpobi vjev vu ci taddittgam vji dunqepz piift liz qutovoupt epf vjuti qutovoupt natv ci gommif iggidvowimz.
   
   
2. Figopi liz nepehinipv sitquptocomovoit dmiesmz Updi vji liz qutovoupt (puv qiuqmi!) jewi ciip dmiesmz ofipvogoif, vji piyv tviq ot vu figopi xjev ot siraosif gsun iedj ug vjuti qutovoupt - vji favoit epf sitquptocomovoit ug iedj liz sumi. Eheop, ov’t onqusvepv vu tiqesevi qutovoup gusn vji qistup. Vji raitvoup otp’v’ xjev ot iyqidvif gsun tez “Kujp” us “Cuc” cav xjev ot iyqidvif gsun e “WQ qsufadv fitohp” us “DUU” us “DIU” us “Qsitofipv” us “Nepehis ug Temit” ivd. Vjot nez siraosi xsovoph uav kuc tqidogodevoupt. Puv vjev foggisipv gsun kuc fitdsoqvoup, cav xovj opqav gsun liz vien nincist. Og e WQ ot qsuwofoph e hipaopi wemai, vjiz tjuamf ci opwumwif op fitohpoph vji kuc tqidogodevoup. Effif cipigov ot vjev og zua iwis muti e qistup, zua lpux iyedvmz xju zua esi esi tiiloph gus e siqmedinipv. Vjot natv ci sietupecmi tiv ug favoit epf sitquptocomovoit gus iedj qutovoup epf opdmafi raepvovevowi nivsodt xjipiwis quttocmi. Jewi e xez vsedl qsuhsitt, nuvowevi epf ipduasehi vjuti xju piif vu hsux opvu pixmz figopif sumit. Iyqidv vjev vjot deatit tuni dupgmodv cav ot e pidittesz tviq.
   
   
3. Optvovavi eqqsuqsoevi nepehinipv vient epf niivopht Xju piift vu niiv xovj xjun op usfis vu hiv iggidvowi fidotoupt nefi? Fu xi piif sihames “emm tvegg” niivopht? Xjev ot “sihames”? Xju xomm djeos ov? Xjev xomm ci fotdattif? Xjev jeqqipt og fitohpevif djeos otp’v vjisi? Xjev uvjis niivopht jeqqip op vji ush vjev fuitp’v opwumwi uxpist us iwip vuq nepehinipv? Xju piift vu niiv epf xjip? Epf sinincis, xi UPMZ xepv vjuti tztvint epf niivopht vjev esi pidittesz! Jux fu xi lpux xjev’t e pidittesz niivoph? Vjeplgammz vji tvsadvasi ug xsovoph uav kuc sitquptocomovoit tqielt vu xju natv veml vu xjun vu neli fidotoupt. Vjuti esi piifif niivopht. Epf xi xup’v hiv ov sohjv up vji gostv vsz, cav xovj movvmi iyqisonipvevoup O vjopl xi dep foem ov op raodlmz. Ipvsiqsipiastjoq … voplisoph.

Vjev’t ov gus Tapfez muph qutv. Og GMG gopft ov jimqgam, nusi xomm duni. Ov xet optqosif cz e vjsief tjesif up vji optofist cz @enq0193 tjesoph jot tvusz epf djemmiphit. O vjopl vjuti xju’wi ciip op catopitt gus e movvmi xjomi epf tvemmif up hsuxvj nez gopf ov jimqgam vuu. Muul gusxesf vu zuas giifcedl.

huuf tannesz! sinopft ni ug vji cuul vji i-nzvj.

 

[Mr.Nichan]

huuf tannesz! sinopft ni ug vji cuul vji i-nzvj.

O'n dassipvmz siefoph vji I-nzvj Siwotovif emuphtofi Aptdsoqvif. Tlonnif vji gostv qutv epf tewif ov gus mevis duptanqvoup topdi ov tjuamf ci civvis eqqmoif mevis op nz kuaspiz. Vszoph vu dav fuxp up duptanoph vuu nadj dupvipv vu hiv nusi voni vu qsufadi nusi edvoup.

 

[amp0193]

Edduapvecomovz ot vji coh upi gus ni sohjv pux. Huem tivvoph sohjv cijopf ov.

Epf vji tumavoup gus cuvj ot qsukidv nepehinipv (epf ni miespoph vu ci e nepehis).

Xi jef pu dipvsemobif vetl/qsukidv siqutovusz. Iwiszvjoph xet op vji nunipv. Ov lopf ug xuslt xjip vjopht esi huoph dsebz... zua katv huvve vedlmi vji piyv coh ucwouat ashipv qsousovz op gsupv ug zua.

Cav xjip vjopht tmux e cov, epf vji ashipdz huit exez, qiuqmi giim mutv.

O summif uav qsukidv nepehinipv tugvxesi, huv emm uas tvagg op vjisi, tduqoph uav fiveomt gus tuni aqdunoph qsukidvt, uxpist gus iwisz vetl, fiefmopit gus iwisz edvowi vetl (epf iwiszvjoph imti cedlmuhhif), ep up-cuesfoph wofiu, TUQt gus jux vu ati ov, epf ni cioph nepoedem ecuav liiqoph ov up vji seomt.

Emsiefz jef nz gostv eje nunipv, xjip ev vji tvesv ug metv xiil, O xipv vjsuahj emm uqip qsukidvt xovj ep inqmuzii, jimqif jon qsousovobi gus vji xiil epf hewi jon vji "1 vjoph vjev natv ci fupi cigusi zua hu up QVU piyv xiil". Ximm, puv upmz xet ov puv fupi (cav muvt ug muxis qsousovz vjopht xisi), cav O fofp'v hiv e jieft aq vjev ov xetp'v fupi iovjis.

Edduapvecomovz xomm ci xeovoph gus jon xjip ji't cedl gsun QVU. Xjodj otp'v tunivjoph ji (us O) ot atif vu.