Greg has two keynotes — "It's Not Fair" and "The Change-Process".

“It’s Not Fair!” We have all heard those three words before. So central is “fairness” to who we are and how we operate that it often becomes the determining factor in our decisions without us even being aware of it. As a result we suddenly wonder why we have not reached our goal, or why the team we are working with has fractured or why the winning system we implemented in our business has not taken off.

“Any system to be successful must not only be fair, it must appear to be fair to those participating in the system or it will fail.”

Through years of coaching, giving private lessons, as a Director of Information Technology and with his wife Linda, owner’s and operator’s of a multimillion dollar company, Greg identified “fairness” as the one central ingredient that determines whether individuals and groups successfully reach their goals.

Using examples from history, to stories about everyday life, to stories about his players and finally the story of one player and team, Greg provides an unforgettable account that penetrates the usual mental defenses of audience members.

As the stories play out they reveal that “fairness” is the central ingredient that often determines whether we successfully reach our goals. And those who fall short of their goals use “It’s Not Fair” to rationalize their behavior even when it is working against their own individual goals, their teams goals, or the companies goals. And finally the transforming power of unfairness is shared in the story of a player who encountered one unfairness after the other, including a diagnoses of Lupus and a treatment of chemotherapy, and yet by choosing to enter into this “unfairness” she was able to transform her condition, her teammates, her coaches and anyone connected to her story.

“It’s not fair is not a justification for quitting. It’s not fair is not the high moral ground. Within a system of success, it’s not fair is always a rationalization and cuts one off from the goal contained in that system of success.”

No matter how powerful or successful the new strategy, process or system may be it is fairness and unfairness that can be the single greatest obstacle to your success. But if handled properly, fairness and unfairness can be the greatest avenue of transformation for individuals, groups and companies.

What people are saying about Greg’s Keynote on “It’s Not Fair”:

“Your stories had me laughing then crying. Then suddenly I realized I had done the same thing you shared about your players. It made me confront my own thought process and how legitimate my own thoughts and feelings really are.”

“When you told one story about your player I thought, “that’s what my son does, how silly.” Then you gave a similar example in your business and I realized I was doing the same thing my son does.”.

"The Change-Process" focuses on how individuals, groups, teams and companies deal with change. No matter the method, system or process an individual or company uses to achieve their goals they must also deal with the fact that things will be different then they are now; they must deal with change or what Greg terms the “Change-Process”.

Through a series of stories about his players, both humorous and poignant, Greg is able to clearly transfer how we try to avoid change and rationalize this even when it is clearly working against our success.

Whether it is a new strategy, process, system, a reorganization or a new business strategy one area that has a tremendous impact on the success of the new system is how or even whether or not individuals and groups properly manage the “change-process”. The failure to take this into account often results not only in less than desired results but can end in a total failure to reach the goal. No matter how successful the methodology, business model or strategy that is being implemented, if those involved do not properly deal with the “change-process”, there will either be failure or less than desired results.

During 30 years of coaching and providing private lessons where players are required to “change” in order to learn a new position, a new technique or improve their play, adapt to playing conditions at the next level or at the collegiate level, Greg noticed a pattern develop in those players who successfully improved and those who struggled or failed.

Those players who were successful had mastered several key concepts related to the “change-process”. In the “change-process” the first step to success is to be aware of these concepts. This then allows an individual or group to successfully navigate through the change-process. And if the change-process is successfully navigated then the goal is successfully reached as well. On the other hand those players who had not mastered one or more of these concepts would plateau in their progress or would even fail and as result never reach their goal.

By identifying which concept or concepts the player is struggling with, then educating the player about this concept and requiring that they master that aspect of the “change-process”, Greg discovered the success rate of his players increased significantly.