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Trade Knowledge Exchange > Trade Partnerships > UK Partnerships with Non EU Countries
UK Partnerships with Non EU Countries
The White Paper and FTA prospects for the UK and US
The White Paper released by the UK Government on 12 July 2018 deals primarily with the UK's relationship to the EU. In keeping with previous statements and papers, it seeks a deep and comprehensive free trade agreement with the EU. But it also sets out the UK's ambition to develop its own independent trade policy […]
Positioning the UK in global trade policy
What role can the UK carve out for itself in global trade policy after leaving the EU? It will be able to speak with an "independent" and "distinctive" voice, will relentlessly push the case for free trade and multilateralism, and will strive to ensure that everyone is able to access the benefits of trade. That, […]
Bananas and Brexit: The Trade Policy Dilemmas That Lie Ahead
by Chris Horseman
Guest author for the TKE and agricultural trade expert Chris Horseman writes about bananas and Brexit. This article contemplates what the UK might do about its external trade regime after Brexit, and uses the example of bananas to illustrate some of the challenges.
A Tremendous Increase in UK-US Trade after Brexit?
US-UK Trade: what's in IT? At the World Economic Forum meeting at Davos in January 2018 President Trump forecast a "tremendous" increase in trade between the US and the United Kingdom, presumably following Brexit. US Treasury Secretary Steven Mnuchin suggested that the UK would be at the head of the queue for a new trade […]
The UK and China
UK-China Trade: Eastern Promise? UK-China trade has featured highly on Theresa May's visit to China. The Prime Minister hopes that by the end of her sojourn, a further £9 billion in commercial deals will have been secured between UK and Chinese businesses. Trade with China is a small but important part of the UK's overall […]
Making Trade and Development a Priority for the Commonwealth
by Phil Rourke
The Commonwealth Heads of Government Meeting (CHOGM 2015) in Malta on November 27-29 provides a unique opportunity for the new Liberal government to launch a comprehensive trade and development strategy as a defining feature in its commitment to re-engage in the world. Canada has proportionally more trade and development linkages with Commonwealth countries than any […]
Canada's Progressive Trade Agenda Starts in Africa
Authors: David Luke & Phil Rourke. The arrival of President-elect Donald Trump threw the Liberal Government's trade strategy off balance. The recent reshuffling of Cabinet and the now laser-like focus on the United States, Canada's most important commercial relationship, confirmed the need for a reboot. The first casualty of the change in strategy is […]
Welcome to the Trade Knowledge Exchange
by Lord Gus O'Donnell
The UK's forthcoming exit from the European Union will create challenges and opportunities – both for Britain and its trade partners.
Grandfathering Free Trade Agreements and Rules of Origin: What might appear bilateral is in fact trilateral!
Michael Gasoirek and Peter Holmes from UKTPO discuss the complications around getting agreement on grandfathering with FTA partner countries, and the role of key issues such as Rules of Origin, Most Favoured Nation clauses, mutual recognition, and tariff-rate quotas.
Generalised System of Preferences: An Overview
Trade preferences are one of the issues that lie at the nexus between trade and development. This article discusses the Generalised Schedule of Preferences and some related issues for the UK to consider post-Brexit.


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Rensselaer Center for Open Source Software
In the Rensselaer Center for Open Source Software, students use latest open-source software platforms to develop applications that solve societal problems. Photo credit: Ben Vreeland/RCOS
When the Rensselaer Center for Open Source Software (RCOS) was established in 2007, there were four student members, working on two open source projects. The seed money for RCOS was donated by Sean O'Sullivan '85, a member of the Rensselaer Board of Trustees and founder of MapInfo, JumpStart International, and other companies, with the intention to "support the development of open software solutions to promote civil societies in the United States and across the globe." Part of the Computer Science Department, RCOS is growing dramatically; there are now more than 160 student members, with over half of those new to the center this year.
To join, a student needs to start or become involved with an existing open source project, one that somehow serves the greater good. Every aspect of that project—plans, progress, issues, goals, and most importantly, the code—must be open, available, and transparent. When a project is first proposed, it is sent out for evaluation and feedback to the entire RCOS mailing list, including past and present members and faculty advisers.
While technically a faculty adviser could reject a proposal, the group's entire focus—its operating system—is group consensus. David Goldschmidt '94, a lecturer in computer science who received his bachelor's, master's, and doctoral degrees in computer science from Rensselaer, joined Associate Professor Mukkai Krishnamoorthy ("Moorthy") as RCOS co-director in 2012; Krishnamoorthy is on sabbatical leave this year. Goldschmidt notes that with minimal structure, and a large measure of "creative chaos," the program forges student passion into real-world teamwork and project development skills.
To support the development of open software solutions to promote civil societies in the United States and across the globe."—Sean O'Sullivan '85
Once a student's project has been accepted, it is assigned one or more mentors, either students or faculty with experience in its specific area (web applications, gaming, Android/OS apps, etc.). Students can choose to receive course credit or a stipend for their involvement, and this year it became possible for seniors to count RCOS as their capstone project.
The "peer-based culture of RCOS," according to senior Dan Vegeto, makes it "a profoundly different experience than the traditional classroom." Groups sign up to present their projects during the Tuesday smaller focus group meetings, or the full group meeting every Friday at 4 p.m. in 214 Amos Eaton. The presentations openly detail what is and isn't working, project roadblocks, mistakes, and accomplishments. Feedback is expected, and freely given.
The concept of "open source" has expanded well beyond publicly accessible data or code to a mutual set of values, and a way of problem solving that involves collaboration, rapid prototyping, open exchange, and community. Recently a motion to ban laptop use during RCOS meetings was unanimously passed on the first vote. Since meetings are also transparent (filmed and posted on YouTube), members agreed that open laptops distracted from the sense that presenters were receiving everyone's full attention.
There are now more than 400 RCOS projects, past and presently in development. Many Rensselaer students use the RPI Book Swap, yacs, and RPI Directory app, all of which began as RCOS projects. Among the projects currently in development are "King Me," an Android app that uses GPS data for bike training; "Peirce-Logic," an existential graph proof system; "Tabloid" that takes an input WAV file song and outputs sheet music as a MusicXML file; and "Pay the Artist," which scans a computer's downloaded music files, noting the artists represented, for voluntary attribution payments.
There is a feeling in RCOS that it is a unique community, a meritocracy of choice, and that to be involved is a privilege. According to Peter Hajas '12, "RCOS is a fantastic program. Software architecture is a skill best learned through experience, and RCOS helps students build that experience in an extremely supportive environment."

redpajama_set_name: RedPajamaCommonCrawl


Hi, I'm Dave from Notes and Volts - Electronics and Music Video Blog. The majority of my life has been consumed with a passion for Electronics and building circuits that make noise.
I started Notes and Volts to share these projects and provide High Quality tutorials to help people get into this fascinating hobby. My goal is to produce content that is clear and extremely detailed so that even a beginner can succeed.
These videos are Expensive to produce. Each video requires the purchase of parts to build a prototype (often, more than one), and a great deal of time spent researching, recording, and editing. I use high quality video equipment and a fully equipped electronics lab to ensure a clear and concise product.
By becoming a Patron of my channel. You will be directly helping me produce the videos that you want to see. I will be able to tackle more elaborate projects and fulfill more of the video requests that I receive daily. Your support of any amount will make a huge difference!
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I have big plans for the future of Notes and Volts. Some of the topics I'm currently exploring include DIY Synth, custom MIDI controllers, and constructing professional looking project enclosures using 3D printing and CNC. As always, I provide the full tutorials, schematics, programming code, and artwork FREE of change.
With your help, I can bring these projects to reality, and grow Notes and Volts into the definitive DIY resource I believe it can be.
I'd like to support, but i'm not sure about this Patreon stuff.
Notes and Volts is an Amazon Affiliate. If you ever shop on Amazon.com, simply visit my website at www.notesandvolts.com, click through the Amazon banner in the upper-right corner of the page, then shop as usual. Amazon will pay me a small commission from your purchase at NO CHARGE TO YOU. Couldn't be easier!
Get access to the Notes and Volts VIP Email address. Emails sent to this private address get TOP priority.
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Take responsibility…put yourself out there to be ultimately accountable.
I've never met a great leader who didn't embody these qualities. And more importantly, I've never met anyone who acts this way that isn't a great leader…no matter their title.
Really hard to execute…but it starts with a mindset, a world view that this attitude is what it takes to lead and to make change.
If you think about Seth's recent post about loving customers in the context of leadership, a leader has two customers. There' s the external customer who ends up paying for the experience. And then there's the internal customer, the staff...all the people under the leader's care.
I've seen many managers totally miss the point of "who serves who" inside the organization. They have this idea that employees are there to serve them, to do what they say and follow their "lead". Great leaders recognize the opposite is true. They know they are there to serve everyone else, to inspire, to remove obstacles, to comfort, to teach...to create leaders.
Best plan for a leader is to always treat employees like customers. Failure leads to distrust, disgruntlement and finding someone else to buy from.
Most of the time we wait for someone to tell us…because that's what we've been taught. Rarely do we take the initiative to ask (our boss, customer, friend/spouse) this question without solicitation…mostly because we're afraid to. Asking the question invites criticism of our work, our world view and what we stand for. Asking suggests that we aren't good enough and that we have issues to correct. Perhaps the questions should be rephrased…how can I help make things better?
As a leader imagine if your front line employees came to you with that sort of initiative. Now imagine what the employee might say if you came to them with the same question…what can we do to help you realize your goals, dreams (different than asking how can we help you improve)?
We're taught that as leaders our job is to get the most out of people…that's management. We're taught to teach, measure and correct…to improve productivity and yield. We're taught that as followers we should do our best to meet standards, fit in and follow the game plan. And if we're not doing so, our bosses will tell us. But what would happen if we moved the waiting game out of the way? What if everyone every once in a while asked themselves (then those around them)…how can I make things better? Imagine how refreshing that would be.
Stumbled upon on of Simon Sinek's videos and was reminded of one of the most important leadership principles...Leaders have people that follow them because they have to. People who Lead have people who follow them because they are inspired and because they want to.
Why do people follow you? Better find out if you don't know the answer.
How Often Do You Make People Smile?
And how often do you help them fulfill their dreams?
In terms of creating a legacy, these might be the most important measurements of all.
As a leader, a large part of earned respect is dependent on your delivery...not what you say, but how you say it. Here's a simple rule I follow...treat subordinates as you would your own family. If you wouldn't say it to your loved ones, don't say it that way to the people at work. Now, extend that to customers, peers and others in general.
A slight twist of the golden rule...and very effective.
Most people fall into one of two categories. They are either more prone to wait for instructions. Or, they choose to initiate and inspire. Waiting for a road map is easier and seems safer. Unfortunately, it also leaves you in an unenviable position...being indistinguishable. And as a commodity your value is determined by someone else, instead of you. On the other hand, taking a chance by executing an unproven idea or stepping up to solve an interesting problem is tough...and a bit scary. But, that's leadership. And that's what separates you from the pack...and creates tremendous value.
The world has way more followers than we need, leaving plenty of room for those who choose to inspire. I hope you do.
Obviously, both organizations have been very successful on every measure. But, they also both started at zero and went through serious dips before emerging into what we know today. The key takeaway is how they stuck to their core values and developed obsessions around them. They survived and made progress by ignoring popular trends and advice and simply (but not easily) doing flawless work. They executed their obsessions...and continue to do so.
My perspective on artists, their dreams and our responsibility to keep them fulfilled.
Our Job is to Make Dreams Come True from Michael Chaffin on Vimeo.
If you consider that people always do their best work when they are treated fairly and with enthusiasm, why would anyone in a leadership position (boss or peer) treat someone any differently? How many times have we seen someone (or been someone) getting chewed out, diminished or made fun of? Treating people with a lack of dignity and respect is probably the single greatest threat to being successful...at anything.
If you can only spare enough time to make one adjustment...this is the one.
What makes a person tick? What makes their needle spin? What dreams can you help them achieve?
What Did You Do to Move Your Organization Forward in 2010?
Whether you work for yourself or for a company of 5,000...the question is the same. This is the simplest form of the annual performance review. If you're honest with yourself, you can get a lot from the answer. If you think you might cheat a little, ask five or ten other people that are close to you. By the way, the same principle can and should be applied to how you did with friends and family.
As a boss, you have a choice...hire Labor to produce what you want, exactly how you want it. Give them a road map, and mandate they work as hard as they can to get you there...first. For this, you need Labor that values the trade-off between pay and the grind more than the idea of directing the outcome. Generally, you need people that are asleep...at least while at work. If you're lucky, you'll survive and get that 3% margin, enough to hang on for another year.
The other choice is to hire people who care about your idea and are emotionally engaged with the outcome...people that are awake. Your job isn't to direct what these people do everyday, but to keep them awake...energized and ready to take on new possibilities.
Choosing the first path is dangerous. Not just because of diminishing returns associated with increased efficiency, but because the robot labor supply is also shrinking. While you can still find a fairly large group of rule followers willing to trade eight hours of being bored to tears for a paycheck today, this group is dwindling. Labor is figuring it out...they don't have to settle. They can get paid for for something other than working in a box...they can get paid to think...and to lead, even if their tribe is a group of one. In the process, thinking will become more valuable than doing.
As more and more of your competitors choose the latter...what's your choice really?
Awake...the new order, the new charge...the new grind. Best get started.
Companies spend a lot of time, energy and money answering this for themselves. They hire consultants, develop mantras and mission statements. It's the latest thing in a meaningful, self-reflecting, find your true north sort of exercise. They used to call it branding.
A more important question and answer might be...what are you going to do about it when you find our you're not doing it?...whatever the it was when you defined it in the beginning. Let's say for example you set out to "make people happy" because the "make a profit" answer sounded too shallow and self-serving. Question is...what are you going to do when people (both your employees and customers) tell you they aren't "happy"? Are you prepared to stop or change course...180 degrees if necessary? Would you do whatever it took to get realigned with your core values? While codifying your "why" is important, I think it's equally important to understand the likelihood that you will need to change or scrap the idea altogether. Otherwise, it's just some fancy words in a handbook...perhaps a big lie.
Little Rock has a relatively nice airport...comfortable, easy, a pleasant experience by airport standards.
So, who makes the decision to let this sort of thing get in the way? I've seen this fan just like this for months. How many employees and managers are saying, "it's not my job to fix this" even though it clearly disrupts the marketing program?
Hospitality is in the Details from Michael Chaffin on Vimeo.
Good news...you don't need a Phd or a twenty-five year career to become one. Just, passion, desire, willingness to learn and the ability to endure and fail.
You can be an expert barista, an expert car valet, an expert admin, an expert sales executive or an expert housekeeper. Doesn't really matter which category you choose...it just matters that you choose to do so and understand why it's so important.
Point is...why settle for average when you can become an expert at something.
"Make no mistake, the keys to surviving and thriving, as individuals and organizations, will not primarily be the "out of the box" cleverness of our "strategic response," but instead individual and organizational character as expressed by the depth and breadth of relationships throughout our individual or organizational networks."
It's his answer to the seemingly insurmountable, but doable, global economic crisis. Spot on. Ask yourself...are you the type of person or organization people gravitate toward and enjoy doing business with?
Even in tough times, the job remains the same...build a loyal audience of raving fans, that is, focus on relationships...showing people you care.


As Desk Manager, Barb oversees the daily operations of the reception desk at Heritage Tennis Club. Barb has been at Heritage Tennis Club for more than 15 years. She coordinates one of the Club's most active programs for the membership. The In-House League Program registers almost 200 players and reserves court time from September through June.
Barb's approach to HTC's guest service: "My goal at Heritage Tennis Club is to provide our guests with a truly enjoyable experience, starting with the helpful, courteous service at the front desk. Every person is important to us. We want tennis to be a rewarding sport that can be played for a lifetime."


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John Boyd was born in Plumstead, Kent, England during the closing months of 1867.1
He was the youngest son of Matthew Boyd (b. circa 1824), a carpenter, and Elizabeth Sarah Warner (b. circa 1826), natives of Capheaton, Northumberland and Crayford, Kent respectively who had married in Newington, London on 13 August 1848.
John had three sisters and three brothers: Mary Ann (b. 1848), Frances (b. 1851), James (b. 1854), Charles (b. 1857), Isabella (b. 1860) and Alfred (b. 1865).
He first appears on the 1871 census living with his family at 78 Beverage (?) Road in Plumstead. His mother died in early 1881 at the age of 54 and he was sent to live with his eldest sister Mary Ann, then Mrs George Ridgen and her family who lived at 16 Portland Place, Marylebone, appearing there on the 1881 census and, aged just 13, was still a schoolboy. Following this he drops off the radar but by 1912 had apparently spent many years in the Merchant Navy, serving for numerous years with the American Line aboard the New York, the ship with which Titanic had had a near miss whilst leaving Southampton.
He was married in Southampton in late-1898 to a young widow named Annie Florence Godfrey, née Rogers. Annie was born in Southampton on 26 May 18732 and was first married to William Godfrey (b. 1864), a fish merchant, settling in Poole, Dorset and having three children: William John (b. 1892), Samuel Dan (b. 1893) and Annie (b. 1895). William Godfrey seemingly died around 1895 and they had lost their eldest child William in infancy.
John Boyd and Annie went on to have three children of their own: Florence Mary (b. 6 February 1903), John James (b. 14 April 1906) and James (b. 27 August 1908).
John would be absent from both the 1901 and 1911 census reports; on the former record his wife and two step-children were listed as living at 4 Gloucester Square, Holy Rood, Southampton and on the latter at 34 Grove Road, Freemantle, Southampton. Like his stepfather, Samuel Dan Godfrey was described as a ship's steward.
When he signed-on to the Titanic on 4 April 1912 Boyd gave his address as 52 Cranbury Avenue, Southampton. His previous ship had been the New York and as a first class steward he received monthly wages of £3, 15s.
John Boyd died in the sinking. His body, if recovered, was never identified. The following death notice appeared in the Southern Daily Echo (29 April 1912):
BOYD--John Boyd, of 52, Cranbury-avenue, Southampton, who lost his life on the s.s. Titanic, April 15th; many years on the s.s. New York, American Line. Sadly missed.
His widow Annie never remarried and by the 1930s was living with her daughter Florence in Sutton, Surrey. She died in Poole, Dorset in 1948.
His daughter Florence later worked as a stenographer and was married in 1927 to draughtsman William H. Taylor (b. 6 December 1903). She died in Dorset on 10 June 1979.
Son John James later worked as an electrician in the HM prison of Camp Hill on the Isle of Wight. He married in 1963 to Brenda Ayles but he died a few years later in 1968.
John's youngest son James later worked as a fitter and turner; he was married in 1938 to May Edmunds (b. 30 May 1910) but had no known children. He died in Portsmouth on 19 January 1954.
His birth was registered in Lewisham in the last quarter of 1867.
Birth date as per 1939 register but she may have been older by at least three years.
Titanic Crew Summary
Name: Mr John Boyd
Titanic Victim
Born: circa.1875 in London, England
Age: 37 years (Male)
Nationality: English
Marital Status: Married to Annie Florence Godfrey (née Rogers)
Last Residence: at 52 Cranbury Avenue Southampton, Hampshire, England
Occupation: Saloon Steward (1st class)
Last Ship: New York
Victualling Crew
Embarked: Southampton on Thursday 4th April 1912
Died in the Titanic disaster (15th April 1912)
Body Not Recovered
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Simon Boyd said:
I am looking into my family and we know very little about my Great Grandfather John Boyd apart from what is already on ET. We are trying to find photos or any connections with other Saloon Stewards. We have already made 1 connection and really want to try and find out about more, ideally a photo if possible. If anyone has anything at all connected to John Boyd please do get in touch. Thanks
View : Reply
Gavin Bell, UK
Link and cite this biography
Encyclopedia Titanica (2019) John Boyd (ref: #1768, last updated: 7th November 2019, accessed 14th January 2021 01:59:14 AM)
URL : https://www.encyclopedia-titanica.org/titanic-victim/john-boyd.html
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Sexual Harassment Prevention Training Proposed in Senate
Written by DiversityInc Staff on November 8, 2017
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A bipartisan effort to prevent sexual harassment on Capitol Hill hit the Senate on Tuesday.
The "Senate Training on Prevention of Sexual Harassment Resolution," or the "STOP Sexual Harassment Resolution," was proposed by Sen. Chuck Grassley (R-Iowa).
The measure would require newly elected individuals to complete a proposed training within 60 days of entering their position. After the rules are established, those currently serving will have 60 days to partake in the training.
Everyone in the Senate — from members to interns — will be mandated to participate in training "periodically"; how often will be determined by the Committee on Rules and Administration. In addition, Grassley's proposal calls for a periodic anonymous survey to gauge members' experience with or related to sexual harassment, and if they have experienced such behavior why they chose not to come forward.
Sens. Dianne Feinstein (D-Calif.), Amy Klobuchar (D-Minn.), Joni Ernst (R-Iowa), Kirsten Gillibrand (D-N.Y.), Shelley Moore Capito (R-W.Va.), Ron Johnson (R-Wis.), Cory Booker (D-N.J.) and Lisa Murkowski (R-Alaska) all also stand behind the bill.
The proposed measure comes at a time when women across the country are proclaiming #MeToo to stand in solidarity with fellow victims of sexual assault, sexual harassment and rape.
Sexual harassment received nationwide attention after accusations came out against disgraced media mogul Harvey Weinstein. Since then, hundreds of women have collectively come forward against Weinstein and others in the entertainment industry.
But Hollywood is by no means the only sector with a sexual harassment problem — and Capitol Hill is not immune. Women with careers past and present in the political sphere have come forward as well to say, "Me too."
Last week one former and three current lawmakers shared their stories with The Associated Press.
"The incidents they recounted occurred years or even decades ago, usually when the women were young newcomers to Congress. They range from isolated comments at one hearing, to repeated unwanted come-ons, to lewd remarks and even groping on the House floor," The AP reported.
"This is about power," said former Sen. Barbara Boxer (D-Calif.).
"It's hostile and embarrasses, and therefore could take away a person's power," she said.
Rep. Linda Sanchez, a California Democrat, recalled repeated encounters with "a more senior member" of Congress.
"When I was a very new member of Congress in my early 30s, there was a more senior member who outright propositioned me, who was married, and despite trying to laugh it off and brush it aside it, would repeat. And I would avoid that member," she told The AP.
Sanchez did not name the man, who is still a Congressman.
"The problem is, as a member there's no HR department you can go to, there's nobody you can turn to," she said. "Ultimately they're employed by their constituents."
"I just don't think it would be helpful" to call the lawmaker out by name, Sanchez said. "The problem is, as a member there's no HR department you can go to, there's nobody you can turn to. Ultimately they're employed by their constituents."
Boxer's experience in the 1980s occurred during a Senate hearing, at which time "a male colleague made a sexually suggestive comment about her from the dais," according to The AP. Members responded with "general laughter" and the committee chairman gave the comment an "approving second."
Former Republican Rep. Mary Bono said a Congressman told her on the House floor that he had been thinking about her in the shower. She eventually confronted the man, who she did not identify but still serves as a lawmaker, and the behavior then stopped.
"It is a man's world, it's still a man's world," she said. "Not being a flirt and not being a bitch. That was my rule, to try to walk that fine line."
Accusations go higher than lawmakers, too. Actress Heather Lind, shared in a now-deleted post on social media that she was sexually harassed by former President George H.W. Bush while posing for a photo. According to CNN, the post read, in part, "He didn't shake my hand. He touched me from behind from his wheelchair with his wife Barbara Bush by his side. He told me a dirty joke. And then, all the while being photographed, touched me again."
A spokesman for Bush chalked the incident up to a "joke" and described touching the woman as "good-natured."
The problem with a seemingly innocent "dirty joke," as was Boxer's experience on the Senate floor as well, is that while it can make women feel uncomfortable, at the least, most women do not regard it as a form of harassment. According to a Cosmopolitan survey of women aged 18 to 34, among women who said they have never been sexually harassed at work, 16 percent responded "yes" when asked if they have ever had a sexually explicit or sexist remark spoken to them at work.
Meanwhile, more than 700 former Congress staffers have signed on to an open letter urging Congress to take action. According to the letter, 40 percent of female staffers in Congress believe sexual harassment is a problem on Capitol Hill. Further, one in six women said they have been victims of sexual harassment.
The letter is addressed to Majority Leader Mitch McConnell, Minority Leader Chuck Schumer, Speaker Paul Ryan, Minority Leader Nancy Pelosi, Chairman Richard Shelby, Klobuchar (who is a ranking member), Committee on House Administration Chairman Gregg Harper and Ranking Member of the Committee on House Administration Robert Brady.
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For many years (and probably most of my life) I wrapped myself up in stories. Stories that questioned, "How well am I liked?", "What will people think of me?", "Am I a good entrepreneur?", "Will I meet my parents' expectations?", "Am I worthy to be in this role?", "Am I attractive enough?", "Do my employees respect me?", "Can I be a strong leader?", "Will I make enough money?", "Will my wife leave me?", "Will I have a good relationship with my kids?", and on and on and on and on! Hundreds of times a day we experience things in the world and we create a story around it and very often, that story hinders our ability to live a full life. So how can we stop telling stories that cripple our potential and realize the possibilities of taking control of our intentions? Let me use an example of one of my stories to illustrate the point.
In 2009 I had sold a company I had founded to an East Coast healthcare operator. It was time to sell the business. The business was marginally profitable but the industry and economic headwinds were coming at us head on and while I was certainly tired, I knew that in order to survive we needed to be part of a bigger organization. It was clear. I remember the day in a board room where a board member asked, "So are you saying if we don't sell the company that you're leaving?" And my response that infuriated him was, "Yes". So we did the deal and I became the Chief Strategy Officer for the acquired company. That lasted about 4 months.
The Company did not need a Chief Strategy Officer. The Company needed to conserve its cash and execute an operating plan to manage profitably during a time of integrating our company and combating the industry challenges. I knew I had to go. When I told one of my largest shareholders that I would be leaving, he started yelling and told me to leave his office. I had never had that happen before. Three years later the Company that had acquired us closed its doors abruptly. Those are the facts. It just happened. That's all.
Now here is where the crazy comes in. My story for a long time went something kind of like this. I let down my investors and failed as an entrepreneur. I got kicked out of someone's office because I let them down and didn't act honorably in sticking around the acquiring Company. I am a poor leader that took the easy way out and left others holding the bag. Ouch, that sounds really rough, doesn't it? But that's just a story. A crappy story but a story all the same.
I don't know why I assumed that story. I'm sure that is many years of digging back into the deep recesses of my childhood and relationship with my parents but the point is that I was capable of making it my truth. That truth was super challenging to overcome and a lot of coaching and support helped me get clear that the story that I layered on the facts is just in my head. Here's another way to look at the story: I built a Company to $8 million in revenue that was profitable but we were low on cash. Regulatory changes and a souring economy spurred me to act in order to find a home so that our vision could continue with more ability to weather a tough environment. I proactively sought a buyer, structured a deal and provided my shareholders with a path to preserve their investment. Based on the information that I had at the time, this was the best option for the Company and I got the outcome.
So what's the truth? Does it matter? Why spend my energy judging something meaningless? When I disconnect from the story I am free. I don't have the fear. Rather than trying to tell a story, the real value of the incident and how I responded should be evaluated through the lens of my commitments to myself. So if my commitment to myself is high integrity and openness and honesty, and analytical approach, then I should view the facts through the lens of the commitments or standards that I hold myself to. So long as I'm living my commitment, there is no story to bother myself with.
WOW (see sparks flying out of my head)! That is so flippin' liberating and powerful and energizing and awesome. Events are meaningless. Stories are unnecessary. How we control ourselves in those moments through our commitments and standards are the measure we hold ourselves to. So that's the work for me and for many entrepreneurs.
So what's the story that you're telling yourself and what would it feel like if you dropped that story and just lived true to your intention? Do this work for yourself and you will uncover an entirely new side of your life and do more than you ever could have imagined.