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MASTERY ESSAYS Composed and Collected by Ken Losch
MASTERY ESSAYS
Composed and Collected by Ken Losch
I am very pleased to share the following essays with you. In my personal commitment to �nding
greater focus, efficiency, joy and clarity, I have written these distinctions over the years and
continue to build on them.
I call these essays my Mastery Essays and I have organized them in two categories:
1. Ways of Being = Foundational Distinctions
2. Success and Implementation Strategies
These ideas were created out of necessity. I have very large personal and corporate goals and
these distinctions address the new ways of operating and being, as well as the indispensable
support structures and processes that are required to ful�ll these goals. The distinctions,
structures and processes cause exceptional levels of focus and energy complementary to all
areas of life.
These essays are best described as my personal process. I use this process to live a commitment-
based life, to build signi�cant personal con�dence, and to access personal joy and happiness.
I share these with you so you know how I operate. I hope that all or even some of these ideas will
impact you and your loved ones as much as they have impacted my life.
Thank you for your time.
Ken Losch
INTRODUCTION
WAYS OF BEING = FOUNDATIONAL DISTINCTIONS
1. Safe Souls™ = Code of Empowerment
2. 100% Responsible View
3. Commitment-Based Life vs. Noise-Based Life
4. TMI = Touch, Move & Inspire
5. Connect to Your Genius
6. ME vs. IT
7. The Importance of Flow
8. Access Transformational
SUCCESS AND IMPLEMENTATION STRATEGIES
9. The ABPs (A/B - Business, P - Personal) of 4X Instant Success
10. Excellence in Follow-Through
11. Vision & Goals
THE MASTERY ESSAYS
1. SAFE SOULS™ = CODE OF EMPOWERMENT
What is 'Safe Souls'?
Safe Souls is a simple, yet extremely powerful distinction that my wife invented, shared with me,
and that I have put into practice in every area of my life. Lori has operated with Safe Souls for
decades and brought the distinction into my home when we met in 2008. She was the proverbial
canary in the coal mine, as I didn't even know this distinction was missing in my world. I have
since implemented Safe Souls throughout my personal and business arenas and it has been
transformational in both. The basic formula is No Gossip + No Triangulation + No Personal
Judgment = Safe Souls. This way of being creates freedom, con�dence, trust, respect and loyalty.
These elements can be the norm in all our relationships if Safe Souls is implemented and
practiced. Ultimately, for powerful productivity, creativity and trust to �ow, people need to know
their souls are safe.
Creating Safe Souls
Gossip, triangulation (taking a complaint or grievance to a third party rather than to the person
directly) and personal judgment are extremely damaging. By declaring and avoiding these three
domains, the path to Safe Souls begins. The degree to which we take action on these principles is
directly correlated to how we, and those around us, feel safe. Soul safety breeds camaraderie,
communication, productivity, creativity, and trust, so why would we interact any other way?
The best way to create Safe Souls is to avoid gossiping, triangulating or personally judging,
period. However if a conversation does arise about another person, it must be solely for the
purpose of getting committed and fruitful counsel. And it must also be a committed
conversation for action. This means that if someone speaks about another person, an action
must come out of the conversation. That is, the speaker must commit to taking their complaint,
WAYS OF BEING = FOUNDATIONAL DISTINCTIONS
issue or item to the person spoken about. He or she must then follow up with the third party that
they did so. This ensures there is always a commitment to people's souls in the discussion.
The best possible formula is that one never brings a complaint to a third party, but rather goes
directly to the subject of the complaint themselves.
Listening to Complaints
Even if I simply listen to a complaint by another, I am 100% responsible for the gossip or
triangulation. I will declare early on in the discussion that the issue should be brought to the
other person, not to me. But if the person needs counsel, I will declare that this is a committed
conversation for action and there must be a completion conversation with the other party. In
other words, every discussion has purposeful, committed speaking and listening by all parties. In
the case of personal judgment, I will simply halt the comments and will explain Safe Souls.
Judging One's Performance
We can judge, i.e., assess, one's performance or other items in a work-related scenario where the
purpose is for the betterment of the company and/or the person. But we should only bring our
comments to the person in an up-front and clear manner, not to a third party. We cannot
personally judge an individual's tastes, ideas, appearance, intelligence—or anything else that
makes up who they are as a human being—if it does not effect their work, business or
professionalism. It's best to celebrate everyone's uniqueness and lovingly grant them being.
The Three Most Powerful Actions to Safe Souls
1. Don't Gossip, Don't Triangulate, Don't Personally Judge
2. Only have committed conversations for actions
3. Only engage in committed listening for actions
When we operate this way, trust and respect are created among all parties, and Safes Souls can
con�dently immerge. The planet needs this distinction. I invite you to take it on!
The 4th dimension
When we are engaged in our top group of relationships and the ones that matter in terms of being transformational, I believe it is important to be clean and clear so we have powerful �ow. The 4th dimension is a deeper cut of the �rst three principles.
This is what I call Silent Mind Gossip (SMG)
SMG is a limiting and thwarting activity. Just like its gossip cousin outlined above, SMG is where one has silently gossiped, causing mind chatter, and in most cases based purely on misperceptions, incomplete information and where one creates something in their mind that is not even real. Now with this newly colored lens, the other person stands no chance of an empowering action or relationship. Now we avoid true interaction, as we don't feel safe. This is now a limiting relationship. This thwarts possibilities in limiting actions that are now created from small to large inaccuracies, made up and swirling around in our mind.
For example, when I noticed I was having SMG mind chatter in one of my top 50 relationships, I immediately brought it up to get clean and clear. Almost every time, the new details and data I have gotten makes me check as my brain's ability to jump to conclusions, �ll in gaps and draw lines between not even real dots is astounding. The point here is that I invest the time in my top 50 transformational groups to get �ow, and I almost always had SMG with information not even real. I believe it is very important to check in with each person once in a while to see what mind chatter may be occurring.
I focus this distinction on my top 50 person group and will once in a while go beyond this circle into family or other important relationships. SMG is a powerful program to stay in �ow, particularly when I am engaged in exponential and transformative programs. The greater the commitments and goals, the louder the mind chatter and more SMG occurs. When pressed in stretch marks, personal growth and very high stakes business opportunities, the human brain will create these SMG situations and moments.
The ability to distinguish these in your own mind and others, and clear them out fast will directly correlate to your success and speed to successes. I will hit glass ceilings with others as they grow in stretch marks and try to move them through this blockage. Sometimes I can't, and I just continue forward. Often they catch up; sometimes not. This doesn't make them bad, I just can't be executing high levels with the drag of limiting views and actions. So remember, with your closest and safest relationships, no SMG and check in frequently to ensure the �ow both ways.
2. 100% RESPONSIBLE VIEW
This distinction is a very powerful way of being and operating. The 100% responsible view helps
us to see situations as we might not have seen them otherwise. Personally, it helps bring my blind
spots into view. I look at most every scenario or situation and say to myself, "I am 100%
responsible for the outcome, good or bad." I'll share an empowering story that makes this point
clear.
I invited Jeff, one of my racing friends, to tour AGI to explore where there may be an opportunity
for him within our company. After the introduction and tour he commented that the technology
was very interesting, but it was all way over his head. In my previous way of operating, I would
have just chalked this up to his lack of comprehension or maybe would have said to myself, "not
everyone will get it." With this new view, I was at the effect of the circumstance, but clearly I was
not powerfully taking responsibility or causing a desired outcome. Making up that "he is this, or
that," gave me no power because I made his lack of understanding all about him.
This didn't sit well with me, so I asked myself a simple question: "Had I TMIed him (See Section 4:
TMI = Touched, Moved and Inspired) such that opportunity occurred for him?" This view allowed
me to take back the power in being the cause, versus the effect, in the matter. I then asked myself
what did I NOT do or say, that he wasn't feeling TMIed. I realized that I didn't simply and clearly
communicate the opportunity. I decided to become 100% responsible.
The next day, I called and asked Jeff to give me one more meeting. I expressed that I was solely
responsible for his lack of understanding. He agreed to meet a few days later and I made myself
100% responsible for my friend becoming TMIed, such that opportunity could occur for him. The
meeting ended and he had an exuberant look on his face. We agreed to let it all sink in and touch
base later. Clearly, he was impressed and was reviewing the signi�cant impact this technology
will make in his life and on our planet.
The next morning, Jeff called and asked me how the Distribution Agreements (DAs) worked and
what did they cost. Jeff and his partners have now taken two DAs, at $3 million each. My taking a
100% responsible view caused a $6 million-dollar injection of capital into AGI, and my racing
friend and his partners to be a part of something that will change the planet and their familys'
livelihood.
Until I understood the power of this 100% responsible view, I would have simply accepted his
initial review of the AGI opportunity as being over his head. By taking the 100% view, it gives me
the power to change; it inspires me to take action because I did or didn't do something. I am now
back in the driver seat, so to speak, as opposed to being a passenger. I am the cause in the matter
and not merely effected by the situation. It allowed me to take action by phoning and
apologizing that I missed TMIing. I was then able to create a powerful outcome for both of us and
many others connected to these DA opportunities.In summary, the 100% responsible view
program is a way of being. I am constantly and consciously questioning myself. There are
scenarios where someone simply doesn't perform on an assignment, but I still ask the 100%
responsible question to ensure I, or the company, didn't miss something. That is why it is called
the 100% responsible view, and I can �lter every life scenario through this view. Sometimes
though, it simply becomes clear that the other party had just missed the mark.
3. COMMITMENT-BASED LIFE vs. NOISE-BASED LIFE
I would like to share with you how much more powerfully and joyfully I live my life when I operate
from my commitments rather than from the noise that arises in my head.
A commitment-based life is simply a life where one has created goals and commitments and is
powerfully in action of ful�lling these. A noise-based life is where one is simply living life based
on reacting to conversation or noise that is occurring in his/her head. Even if a person has many
great and worthy goals, the noise may stop them in completing them. The more fear around an
item, the louder the noise in one's head can become. This can cause one's actions to be reactions
to fears, not to their commitments.
Here's an example. I have a goal to always be in triathlete shape. I don't care to win one, I just want
to know I could jump in tomorrow morning and �nish a race. This goal provides me with the 'why'
to being in the best shape possible. Being in triathlete shape gives me a high level of energy, a
perfect weight balance, and provides me the conditioning to race, hike and do almost anything
athletic at any time. I am not saying a triathlon wouldn't be painful, but simply that I would have
the conditioning to �nish the race.
I work out each week with a triathlon program of cardio including running, hiking, weights, core
and other exercises. When I wake up, the noise in my head often says, "just snuggle in a little
longer." But my commitment wins and I consistently jump out of bed.
The other amazing bene�t is that my personal con�dence is always high when I am living my
commitments. This is a simple guidepost with no confusion. I love to laugh at the noise and
notice how it tries to talk me back into bed, and how creative it is. I chuckle, laugh, and walk
straight to my gear. I put it on, warm up, and do what I am committed to. I feel con�dent, alive,
refreshed, and I am at the cause of my commitments and not at the effect of my noise.
The bigger the goal, the louder the noise will likely be. And the closer you get to your ceiling of
complexity, or your stretch zone (where you create stretch marks for yourself ), the louder the
noise will also likely be. Here, I have developed systems, processes, and support structures to
move through and operate in my sweet spot. I call this a commitment-based life.
In terms of support, I ensure my exercise gear is laid out the night before. It is always the �rst thing
I pack for a trip. I always exercise early in the morning, as I know that too many pressing details
will arise later in the day or evening. I set my alarm clock with ample time, but with not enough
buffer to hit the snooze button. In other words, I have failed many times and I have now gotten
connected to how my noise will fool me, so I have set up winning support structures.
In my business world, I have similar structures. I also have several people with whom I can review
things. I can safely declare the noise and create powerful, actionable commitment-based
outcomes. This always works and new, often completely unexpected, incredible opportunities
will arise out of my transparency with my noise. I am also very clear that every issue, obstacle and
challenge has opportunity on the other side. I don't allow the noise in my head to paralyze me.
Instead, I use it as an exciting seed of growth and opportunity.
4. TMI = TOUCH, MOVE & INSPIRE
TMI stands for touch, move and inspire, such that opportunity occurs for others. This is a
Landmark™ distinction I learned in S.E.L.P. (the Self-Expression & Leadership Program).
In my words, I am always reminding myself of my commitment to have every person I come in
contact with be TMIed. This is as important with a server at a restaurant as it is with a signi�cant
potential business alliance. I always ask a server his or her name and use it throughout the dinner.
I am polite and say 'please' and 'thank you,' as this is a simple version of TMI. In the 100%
Responsible View essay, I shared a business example of TMI. I am 100% responsible for ensuring
the other person or party is TMIed such that opportunity occurs for them.
As an example, I recently had to have a foundational and confronting discussion with one of our
distributors. It could have been a divisive conversation, but, at the outset, I stressed that my goal
and objective was that they were TMIed such that opportunity occurred for them, even in a
difficult discussion. This approach turned a tough conversation into one where both parties
walked away empowered.
5. CONNECT TO YOUR GENIUS
When I use the word 'genius,' I could also be saying 'strengths.' I hold that every human being is a
genius. The problem for most is they haven't fully discovered, connected with, or learned to trust
their genius 100%. Conversely, we all have weaknesses and are not fully connected to them
either. My favorite Einstein quote observes that a �sh climbing a tree feels pretty stupid. A
monkey is a genius climbing a tree and a �sh is a genius at swimming, but a �sh climbing a tree? It
would clearly be out of touch with its genius!
The point is to get connected to your genius, so you know where you should best invest your
most precious resource, your time. The other amazing aspects of working in your genius are high
con�dence, joy, respect, happiness and much more. The best and fastest way I know how to
access this is the Kolbe A Index at Kolbe.com. It will be the best $50 you've ever spent. You need to
be on your own in a quiet place. Answer as instructed, and don't overthink the questions. This
should take under 30 minutes. You'll very quickly see your strengths and know how you take
action with ease and con�dence. You'll also learn what information you will need or not need to
process and make decisions. This is powerful in all relationships: family, friends, love, and
business. I build my teams based on each person's Kolbe A Index, as it helps me know how
people will need information to have the most powerful outcomes. I can easily guess people's
Kolbe numbers as I engage in new relationships based on what and how they ask questions. This
allows me to more speci�cally engage the discussion and prepare information they will need in
the way they need that information. I know my genius and I have a continuous commitment to
operate 98% in my genius. I know this is working, as I have the same energy at 7 p.m. as I did at 7
a.m., when I typically start my business day.
I have a direct team that is the polar opposite of my genius. One example is a person whom I have
worked with for 20 years. We produce far more together than the sum of what each of us would
produce independently. In other words, we produce 5X or more, not 2X, because we never climb
trees. Going with the theme of a �sh, the other way to best describe this is when you bring teams
of individual geniuses together, each in their own ponds, your organization quickly forms many
lakes. When you bring many lakes together, you soon develop an ocean. Everybody's
opportunity expands exponentially when we are now together in an ocean. I believe one of my
main responsibilities is to harness others' capabilities. This is true in people and in other
companies and what they offer. I know that the ability to access peoples' genius through this
tried and true method creates a high level of con�dence in making commitments and in
executing plans.
Swimming in my pond, or working 98% in my genius, builds con�dence. It also creates a high
level of understanding and tolerance for others, as I know what is innately driving someone. I
often experience what feels like resistance because it is opposite to what I need to make a
decision, but knowing the value of each person's Kolbe A Index, I can be patient, understanding,
and can even prepare differently so the other party or parties are fully empowered.
Let's now revisit energy and action. When I have higher energy, I create more actions and most
often, more powerful actions. In our world, we have set out to produce some extraordinary
impacts to many billions of people. If we are only taking ordinary steps and actions, we only get
ordinary results and outcomes. Knowing our genius and strengths allows us to operate
consistently with our extraordinary (EO) commitments (EO actions = EO results).
Remember, a power plant doesn't have energy; it creates it. A human body also creates energy
and, when working within my strengths, it provides me an EO level of energy every day. I have
also found exercise, seven hours of sleep, and sound nutrition to be other signi�cant energy
builders. The other success strategy I often use is to assess my environment to ensure it is clean
and clear. This includes my relationships and physical surroundings. I am constantly assessing
whether and what is needed to be clean and clear so there is no blockage with the �ow. I quickly
assess and address what is needed to ensure any blockage of �ow is freed up. As you have read in
Safe Souls = Code of Empowerment, you will see that this is one of my signi�cant ways of being,
and it makes a great �lter for issues to get promptly clean and clear.
6. ME vs. IT
The ME vs. IT distinction provides me with signi�cant con�dence, as I am able to distinguish my
noise and my commitment as two distinct domains. I am able to view my noise/ego side (I call IT)
from my commitment side (which I call ME). That is why I call this essay ME vs. IT.
I distinguish myself as having two very separate domains: ME and IT. The ME side is me living
from my commitments and my IT side is me reacting to my noise, my ego, and my fears. Before I
was able to distinguish these domains, my con�dence would oscillate up and down as ME and IT
fully overlapped each other and really just confused me.
ME vs. IT
In my ME domain, I connect powerfully to my goals and commitments. My thoughts,
brainstorming and actions are grounded powerfully in the present and future. I get to watch my
IT on the sideline like a movie, as it tries to creep into my ME. In my IT domain I am used by up and
downs, fears, ego, noise and am often run by outside circumstances. Moments of my history pop
into the present moment. In the IT domain, the car is driving me, so to speak—I am at the effect of
things or situations. In the ME domain, I am powerfully driving the car—where as I am the cause
in the matter in the ME domain.
ME vs. IT Example
Here is an example of an IT scenario. I was driving with two friends to San Diego one evening on
very short notice. We were scheduled to �y out from Phoenix to San Diego, but a friend forgot his
ID so he could not board the plane. We were now faced with an unexpected long drive, and we
were going to be sleep-deprived for an important event the next day. I now had loud noise in my
head. Frankly, I was irritated and in my IT.
While I was ruminating, a semi-truck pulled out into the fast lane and hung in there for 10
minutes, overlapping another truck in the slow lane. I was waiting and waiting for the truck to
pass and get back into the slow lane and I was getting pretty heated up. I �ashed my high-beam
lights a few times but he continued to be rude by blocking the fast lane. Once he passed and
pulled over, I overtook at him, and then I pulled in front of him and slowed myself (and him) down
to 45 mph. I waited until all the traffic had passed and then I sped up leaving him behind.
One of my commitments is to be warm, kind, elegant and so forth. So I asked myself, was slowing
the truck down: warm, kind, elegant … No! I could see myself in my IT. I was being used by my
frustration and my ego. It was occurring like a movie. About 15 minutes later I acknowledged
how I was feeling to my two friends (that the incident was my IT in control).
The bene�t of the situation was that I could clearly see myself in two domains. I could laugh at the
whole situation. I quickly moved back into my ME. The transformation back to ME occurred
simply by my acknowledgment of the incident and that I wasn't being true to my commitments
of being warm and kind.
So instead of my con�dence being lowered by my error, it in fact grew. It grew because I saw the
cost of not being ME, and my commitments to being warm and kind. It grew because it reminded
me of how powerful I am when I am ME (my commitments). Previously, when ME and IT were one
undistinguished domain I would have felt out of control. I would have felt the need to start all
over again, climbing up to becoming a good or better person. The cycle would continue until I
failed once again.
As another example, I have a commitment to eat very healthily. I don't eat simple carbohydrates
very often as, I have done extensive research on the science of insulin fatigue. From this
commitment, however, every once in a while I declare a “Carb Night” and have my favorite carbs
such as pizza, amazing bread and in the odd-time, a dessert. Bingo. My body immediately reacts
and it takes about seven days to come back into balance. The point with this carb example is the
same as the truck incident; the planned or occasional lapse into my IT illuminates why I have my
commitments in the �rst place. By occasionally experiencing my IT, this makes me realize—and
reminds me at an even stronger level—why I have my commitments. Distinguishing ME and IT
builds consistent levels of con�dence, instead of the ups and downs that occur when my ME and
IT are one undistinguished domain.
7. THE IMPORTANCE OF FLOW
Flow is a very important distinction as well. I want to protect and grow �ow in every area of my
life; work, home, friends and relationships. I have found several ways to best add and keep �ow in
my world.
The �rst is to ensure my spaces are clean and clear. This means both physical and emotional. The
physical includes my planning and follow-up book and systems, my delegation and how they
keep my desk, home and organization. On the emotional front, I pay high focus on relationships. I
am very protective on ensuring that all the people I engage with acknowledge and discuss the
noise in their heads, or in my head. I was taught long ago that, “We are only as good as our ability
to handle our biggest issue, challenge, obstacle or breakdown.” I use this to align my
commitments or (ME), and the same for others.
Kolbe.com Index A is another great way to create �ow, as people are in their genius and strength.
The other way to create and keep �ow is to know that complexity is not easily actionable for most
people. My formula is to take complexity to simplicity, and break complex scenarios into simple
chunks. Now these are more easily actionable and the levels of success are increased.
Complexity = Simplicity = Actionable = Success
I look out to when I sense �ow is not occurring, see what and where the blockage is and who is
blocking, I assess and address it immediately. Additionally, I have gratitude and appreciation of
everything we have, even our challenges, as those are the seeds for opportunity. Gratitude of
everything we have such as our health, wisdom, opportunity—even our challenges and
appreciation of everyone and being thankful and appreciative for each team member's
contribution.
I have noticed two highly effective ways to build energy and momentum. Firstly, keep �ow clean
and clear by elevating each other out of noise (IT) and back into powerful (ME) commitments.
Secondly, it may be necessary to exit from certain relationships. I may have tried several times to
move back into �ow but the blockage persists. When I am clear away from this relationship, I
notice instant freedom, higher energy and higher appreciation for everyone else; my
appreciation and con�dence rise. Staying in the �ow and growing this �ow are essential. This
�ow is very important and provides exponential leverage in relationships.
8. ACCESS TRANSFORMATIONAL
Dan Sullivan, of Strategic Coach, gave me a wonderful gift in early 2013 when he said, “You get paid a lot more when you offer a transformation than you do when you offer a transaction.” The same week, I had a wealthy trucking company owner with 20,000 trucks ask about the cost of our fuel-saving injector system. We gave him a price and he quickly said, "I don't mind you getting chubby, I just don't want you getting fat.” It was no accident that both Dan and this man came together for me in the same week. Obviously, from the “chubby” comment the trucking company owner sees us as a transaction. This was quite jarring for me in the moment.
I then scanned my whole life and asked myself where am I being transformational versus transactional. I also analyzed the personal and corporate relationships we were doing business with, looking for transactions vs. transformations. Dan added a perfect �lter to this when he said, “You know you are being transformational when you are a hero to someone.” This view is the perfect �lter to assess who, what and where I am being a hero—hence, being transformational.
I then asked myself about the relationships in my life. Did they �t this way of being transformational? I noticed that 'transformational' is in fact a way of being and that most of the fostering was going to have to come from within me. I would have to generate my own growth to this new level. Creating transformational relationships is very powerful. They become exponential, or as Dan would say, '10 X outcomes.'
Safe Souls, the �rst of these essays, is one very powerful way to create these 10 X relationships. Designing our business to be a solution provider (transformational) instead of offering parts (transactional) is another powerful tool. I have created entirely new ways of bringing our offerings to the market. New ways to engage our team members, including their participation in the �nancial success, have also been born from my commitment to being transformational. Additionally, this has helped us create the best order and �ow of products that we bring to the marketplace.
I believe, from direct experience, that offering a transformation is exponential (10 X). This forces me to operate and create entirely new ways of being. I have created new distinctions for myself personally, as I realize my old way (transactional) would only get me to where I am in the present. Being transformational is a new paradigm and I need to step into this as an entirely new Ken to accomplish my goals for my future.
In summary, this new paradigm is exponential/transformational (a solution provider) and in the old paradigm was a linear/transactional (a parts provider). The next essay on exponential versus linear dovetails into this essay and distinction perfectly.
9. THE ABPs OF 4X INSTANT SUCCESS
I would like to share the easiest and simplest way I have found to access four times (4X)
productivity. I believe my successes are directly correlated to my focus, and this strategy allows
me to be highly focused.
It's a common belief that 20% of all activities will produce 80% of the results and, conversely, 80%
will only produce 20% of the results. So, let's call the 20% 'A items' and the remaining 80% 'B
items' and 'P items.' B items are things that will not directly help me achieve my A items. P
(Personal) items are purely frivolous or fun things, and these are important to build into life. By
identifying my priorities, I am able to spend 4X more focus on A items. Thus, my productivity is
increased by 4X and I have 20% of my time (P items) for things I like doing—including
rejuvenating activities and things that give me personal satisfaction, such as service and making
a contribution to others. I try never to take time for B items. The key is to know which items are in
what category.
The strategy to spend 80% of your time on only the A items
1. Identify the A, B & P items. I do a full list and put items and actions into these categories.2. B items may become important A items later on. If not, I simply eliminate them.3. P (Personal) items are things that are fun areas to explore, give me a refreshing break, and
items to take a risk of time on. So I make these a high priority. I am no good to anybody or myself if
I am burned out or chronically fatigued.
Saying "no" de�nes more of whom you are than saying "yes" does
Here is a B item example: One of our partners wanted to introduce us to a close friend at
Walmart,® who runs 7,500 trucks. I asked this partner a simple question, "Will this meeting help
my A-list items?" In other words, will meeting with the Walmart executive put money into your
DA as an investor? Will they help us get the technology on the street faster? Is there any
'blooming �owers' potential? The answer to each of these questions was a clear 'no.' So, I put this
item onto my B-item list to revisit when our conversion kits are in the market.
SUCCESS AND IMPLEMENTATION STRATEGIES
Blooming Flowers = Exploring Possibilities
There is a very important aspect of life, which I describe as: exploring possibilities or 'blooming
�owers,' taken from Guy Kawasaki's book, Enchantment: The Art of Changing Hearts, Minds, and
Actions. I also use the distinction from Jeff Howe's book, Crowd Sourcing, which states that, "in
order to do anything signi�cant and innovative, you will need 93% new relationships." Our
existing database of contacts got us to where we are now. So I create many meetings, coffees and
luncheons in order to explore possibilities in my A-item list allocation. Many of our best successes
and partner relationships have occurred from blooming �owers, or in other words, having
conversations of possibility. During such conversations, I will share all or parts of my A-, B- and P-
item list and goals to see how others can plug into our success and us into theirs. The A, B, P
process simply adds clarity and connectedness, and helps de�ne where and how I invest my time
(my most precious commodity).
The A, B, P process provides me with a clear de�nition of my time. I use it to guide my calendar of
events each day, week, month and year. The key is not to simply prioritize what is on my schedule,
but to schedule my priorities. This allows me to have a great work/play balance in my life. Since I
am clear about my priorities, it is easy for me to share them with others as an invitation to align
their goals with mine. Again, the secret to this method is to de�ne my task list into A-, B-, and P-
item lists. This is the critical �rst step, as it enables me to know my priorities, think clearly, and
then consistently take A-list-item actions.
There is a story of Helios, the god of light (or the god of sun, as he is also known). He drove the
chariot of the sun each day to ensure the sun would rise. As he passed the villagers, they would
ask Helios to light their candles for light and heat. Soon, he got so distracted the sun didn't come
up. The point here was to not get sidetracked from the mission or main goal. Many say, do one or
the other. But I say it has to be a discipline of both. I have experienced that it is important to light
some candles along the way, as this provides value to others. It can also bloom �owers and create
unexpected synergies. This is why I invest 25% of my A-item list 80% to lighting candles.
In summary, I spend 20% of my time on P-list items. I call this fun and play time. I invest 80% of my
time on A-list items, and I invest 25% of this 80% to blooming �owers (conversations of
possibilities). Some of this has the side bene�t of feeding the A- item list program. Remember, it
takes 93% new relationships to execute anything signi�cant and innovative. I am always in
search of how I/we can harness other peoples' or companies' capabilities.
10. EXCELLENCE IN FOLLOW-THROUGH
Introduction
There is a very famous quote by Lucille Ball: "If you want something done, give it to a busy
person."
The busy person gets it done because they have mastered follow-through. They have created
habits, systems and structures for their follow-through that attracts signi�cant opportunity to
them.
I will outline how I follow through, including the principle habits and systems I have developed
over my 30+ years in business.
My Follow-Through Principles
In my view, follow-through is the most important way to build your personal con�dence and
referability with others, and conversely, a lack of follow-through will erode the same. The degree
to which you have consistent follow-through is directly related to success in most aspects of life.
Namely:
• Your own self-con�dence• The con�dence others have in you • The level of opportunity the world gives you• Your success• The amount of fun and joy in your life
People have a sense of who will follow through, who won't, and to what degree. We have an
unconscious (sometimes conscious) conversation when we hand another person a task or
responsibility. His or her reputation for follow-through or say/do ratio is illuminated in our mind.
The amount of opportunity that presents itself to each of us in life correlates to the degree to
which we are able to follow through. In other words, if we develop a reputation for low follow-
through, we will be considered low on someone's list for opportunity. People will be less likely to
consider trusting you with opportunities.
Oprah Winfrey said, "Luck is where the crossroads of opportunity and preparation meet." I agree!
And I assert that your luck (hence opportunities) increases exponentially with high follow-
through.
As a matter of practice, high follow-through has to be as important as oxygen. Follow-through is
a matter of conscious habit and is never just an on/off switch. I am talking about a consistent way
of being. It must be an integral part of you, like your DNA or oxygen. High follow-through,
supporting structures, and systems are essential in life.
When a person has to be continuously pushed to follow through or be reminded of actions,
he/she will lose credibility and will frustrate others. In the end, all he/she has done is train others
that opportunities should be given elsewhere.
Follow-Through Existence Systems
Create an empowering system to record and support your follow-through practices. For
example, I have designed my own planner with a two-page-per-day structure.
$ + Partners
M:
Bob G:
Tony:
Bill:
BS:
Actions: A: Calls:
M T W T F S SCardio:
Abs:
Chest:
Back:
Arms:
Core:
Commitments
3 Wins for today
Biggest Checks
3 Wins for tomorrow
Values7 Hours Sleep
Vitamins
Coconut Oil
Exercise
3 Wins
Excellence
Safe Souls
Tech
Program
Date:A:
JM:
HGH:
:
Weeks Goals
Follow-Through Habits
Always have your planner with you and record each item, request or comment as it occurs. I enter
things immediately in the correct time/day and I categorize them as A-, B-, or P-list items. I have
found that when others in a meeting see you writing items in your planner, it builds energy and
con�dence in the team. If I am out for a personal dinner, I get a pen and piece of paper so I can jot
notes down to keep my mind clear and focused. Later, I transfer these notes over to my planner.
Similarly, if I am in a business dinner, I will simply bring my planner with me.
I always write down any to-do items as they occur, including ideas and items I have committed to.
Otherwise, I miss things that lead to an 'oh s—t' moment, which ultimately leads to a loss in
personal con�dence, as well as a loss of other's con�dence in me.
I break down my items by sequential timing. Does it need to be completed immediately, later
today, in a week, or a month? I then assess if it's a level 1 or 2 item and I record it correctly. I also
designate key people involved in the task and put that name next to each item. Even when I am
the accountable person for an item, I will most often add a support person with whom I will
brainstorm the item with, or to whom, I will delegate it later.
I review my planner multiple times each hour. If an item is completed, I tick it off and cross
through the entry. When I discuss and delegate an item, I make a star '*' (* = actions) next to it
indicating it's in action by that person, and when I review and discuss an item that requires
follow-up another day, I move it to that day and I use an arrow to show it was forwarded. These
habits give me energy and con�dence.
The other critical reason to mark items with an asterisk (*) indicating it's in action is so I can follow
up with others to communicate what has been delegated to me or what I have taken on that
effects them. This two-way communication creates trust and credibility with others. I also always
ensure, when handing off an item or where someone has taken an item on, that they have
written it down. I make it clear that I feel unsettled if it isn't recorded. Even to the point where, if
we're on the phone and I know the person is driving, I offer to send an email or text as a reminder.
All of these points provide me with energy and con�dence. I consistently review my planner to
cross off items or to mark an item with an asterisk (*). Additionally, I have my immediate team
members on one page and categorize items by person. This way, when we speak during the day, I
can quickly review and discuss our items at hand.
The point is to prioritize everything by time, by importance, and by person to maximize
efficiency. Successful people always ask when an item is needed, and they immediately write this
down. Compartmentalizing relieves clutter and confusion in my brain and makes me feel
liberated.
There are always ideas or items that need more brainstorming. I have three people I feel fully safe
with that I go to several times a week to simply brainstorm an idea or something I am stuck or
hesitating on. If I am hesitating committing to an item in my planner, I put a safe person's name
on it and have an immediate conversation to just brainstorm. I �nd the noise in my head goes
down or disappears and I can get into action right away. Once something has been placed on the
table and discussed, it's never as bad as it seemed swirling around in my head. My purpose is to
turn everything into the most effective action. Remember: issues, obstacles and challenges are
simply seeds to opportunities, and hence to success.
Follow-Through Summary
Successful follow-through and the resulting credibility is the basis of your �ngerprint, both for
yourself and for others, and it is a metric of your referability factor.
Our relationship with follow-through has to be at a mastery level to provide high value to each
other. Follow-through is not optional; it's a responsibility we have to each other. The extent to
which we will excel as a company is only limited by the levels of our combined follow-through.
Therefore, we need to ensure that each of us is practicing with mastery and excellence!
When we practice mastery-level follow-through, unlimited opportunity, growth and wealth will
follow, all of which allow us to make larger impacts together.
Dan Sullivan of Strategic Coach® often explains that he only does business with people and
companies that have a de�ned and successfully operating process. Excellence in follow-through
is one of my processes, as are all the other distinctions in these Mastery Essays.
11. VISION & GOALS
Implementing this program will help you create and realize your visions and goals in an
extraordinary fashion. I am so thankful to have learned the following Visions & Goals principles
from Dan Sullivan, starting back in 1992. I am currently in Dan's 10X program and bene�t from it
each and every day!
General Points
Handwrite your vision and goals as you get the bene�t of programming your brain with
neuromuscular transmission. Don't assess or �lter your wishes and wants. The 'how-to' is later in
the process. When you assess or �lter up front, you just restrict or reduce the full possibility. You
may leave some great successes on the table. All negatives have their opposite, which is the
opportunity. Negatives are the direct path to opportunities and to achieving your goals.
1. Brain Dump
Just brain dump! Write all your visions and goals on a sheet of paper with no restricting time
parameters.
Use a list of categories to help expand your thinking. Here are mine, in no speci�c order of
importance:
a. Careerb. Financialc. Traveld. Spirituale. Fun/Playf. Familyg. Love/Relationshiph. Character
Now visualize yourself 10 years in the future. From that place, look back to today and ask yourself
what would have had to occur for you to be fully happy, empowered and satis�ed in this last 10
years in each of the categories above? Don't judge and assess. Simply write what's in your heart.
Don't �lter and make these goals small and safe, as the how-to-get-there comes later. Be clear
and speci�c on what is to be accomplished—timing, dollar amount, and so forth.
STEPS
2. Goals Matrix
Now create your matrix in any way that is empowering to you. I like to have my goals on one page. I then go to my list and put each goal in categories of time.
I de�ne them by 90 days, 6 months, 1 year, 3 years, 5 years, 7 years, 10 years, and 20 years. I sometimes do my �nancial goals using a 20-year matrix, but this may be too long for some people. I also have a column named 'Ongoing' (see below), where I have ongoing commitments such has having a fun, loving, amazing marriage.
Ongoing Goals1. Fun, loving, amazing marriage2 . T r i a t h l e t e shape 3.
4.
3-Year Goals1.
2.
3.
4.
90-Day Goals1.
2.
3.
4.
5-Year Goals1.
2.
3.
4.
6-Month Goals1.
2.
3.
4.
7-Year Goals1.
2.
3.
4.
1-Year Goals1.
2.
3.
4.
10-Year Goals1.
2.
3.
4.
3. Transformer
Choose a goal to transform into actions. This process is now the brainstorming process.
A. NEGATIVES – In a column on the left side of the page, write down 10 reasons why you cannot
achieve the goal. This must be a negative like, "I can't ___," "I don't___," and so forth. For example,
"I don't have time."
B. OPPORTUNITIES – Next to each item, write down the opportunity by rearranging the words
so it is transformed into a positive opportunity and strategy. For example, "I don't have enough
time," could be rewritten as "create time" or "�nd the time." You now have a list with 'Negatives'
on one side and the 'Opportunity' on the other side.
NEGATIVES
I don't have enough time.
I don't have the money.
I don't have the knowledge.
I don't know how.
OPPORTUNITIES
Create time.
Find the money.
Get the knowledge.
Find out how.
C. FOCUS ON THE OPPORTUNITIES – We have simply turned a negative into an opportunity
and we can now create our strategies and move into action. Our brain is much better at creating
possibilities and brainstorming from positive words such as 'create time' than it is trying to create
from a negative statement like "I don't have enough time."
The left side contains a negative statement whereas the phrase, 'create time,' is actionable as an
opportunity. Now write 'create time' on its own sheet, and then invent the strategies to actually
create time. Here are some of my examples that I have used to 'create time' for one of the largest
goals I have ever set. In fact, this whole Mastery Essay series is the result of brainstorming on the
question of how one could 'create time.'
Example – 'Create Time’
Cut out the fat—cut where I waste time or allow my time to be wasted (Commitment-Based Life)
Be more efficient with my time (ABPs of 4X Instant Success)
Be clear in all of my communications (100% Responsible View)
De�ne what expertise is needed—add time by hiring consultants/experts, more team members,
etc. (Connect to Your Genius)
D. TAKE ACTION – This is where the magic happens. Synergies, conversations of possibilities
and blooming �owers occur. Have meetings and share your goals, ask for ideas and see where
other's goals are in alignment with your own. Wear your goals on your sleeve and expose them to
the world. Remember, your current database got you to where you are today, but it takes 93%
new relationships to achieve anything innovative and signi�cant, going forward.
Now that I have created these four strategies, I can make them actionable. For example, for 'cut
out the fat,' I create actions to do this by reviewing and assessing where I waste time or allow
others to waste my time. The ABPs of 4X Instant Success and Excellence in Follow-Through were
created out of brainstorming how to 'create time.'
Example:
De�ne what is important by A-, B-, P-list prioritizing, and focus on A-list items only.
Communicate this priority structure with my teams. Review my schedule to see what meetings
are time wasters and what are A-list priorities.
I have just freed up 40% of my time.
THE MASTERY ESSAYS SUMMARY
I have been working for years to �nd the best words to describe how and why one would want to
achieve 'Mastery of Excellence.' I have arrived at the view that it is simply about building a high
level of con�dence and developing a high level of personal referability.
I offer these essays as a road map—or set of processes—that I have gathered, created and tested.
They can be adapted to create a con�dence that will enable anyone to achieve mastery in
personal and professional efficiency, reward and excellence.
When I'm functioning with high levels of con�dence and contributing in powerful ways, life is
fun. And when I know I'm making a difference, I experience joy. This is a great way to be in the
world and I believe these essays combine to create a useful road map for readers destined for the
same experience.
MASTERY ESSAYSDesigned, written and collected by Ken Losch
Edited by Lori Losch
© Phoenix, AZ 2014
602.980.3900
Follow-Through Existence Systems - The Daily Planner
Use this sample planner to create an empowering system to record and support your own
follow-through practices. This page shows my system for organizing and designating A, B and P -
list items for actions and calls. I have added reminders in multiple categories. (see The ABPs of
4X Instant Success)
_____: _____: _____:
_____: _____: _____:
_____: _____: _____:
Weekly Commitments
3 Wins for today Reliability HabitsShow up on Time:
Do What I say:
Code of Empowerment - Safe Souls
3 Wins for tomorrow
Finish what I start
Say Please & Thank You
Daily Commitments
Actions: A: Calls:Date:
A:
