The Apprentice UK - A Coaching Perspective On The Latest BBC Episode

THE APPRENTICE - BLOG RE EPISODE 4 (UK)

Episode 4 of the Apprentice was good entertainment and with a few fireworks going off too!
The task was to design and produce 2 original, natural products in the crowded beauty market.
Paula Jones, a Human Resources manager in the public sector, was appointed Team Leader or Project Manager of Empire and was joined by Debra / Debbie Barr and Yasmina Siadatan.

As we noted last week, Noorul Choudhury has been fairly quiet and sure enough, this week, Sir Alan Sugar appointed him Project Manager of Ignite, joined in the team by Kimberley Davis and Howard Ebison.

The commentator noted that Alan Sugar's key point has consistently been keep costs down. James McQuillan encouraged Paula to place emphasis on this area too….. Hmmm. Didn't quite go to plan!

Paula's approach as a Project Manager was very positive, praising and encouraging the team members at the outset. A good start to begin building camaraderie and esprit de corps.

Noorul's background as a science teacher was initially encouraging from a product creation viewpoint, but he appeared to be very indecisive, frustrating the rest of the team. Philip especially reacted badly, giving Kimberley a hard time due to his innate frustrations with the lack of direction, decision-making, etc., although he said he was stressed working with her as she also couldn't make decisions, but the details of this weren't clear on the edited version.

In step 1 on The Apprentice week 4, choosing a product, Noorul's indecisiveness first showed itself, whereas Paula seemed to take to the task with enthusiasm and confidence, being proactive and decisive. Noorul's team pitched in with ideas but he didn't react, seeming that the lights were on but on this occasion, no-one was home, or they'd gone a short break!

Philip, Lorraine and Kimberley were all dressed up in bee-keepers' outfits to collect the honey for their team's product but couldn't get Noorul to decide how much they needed by finalising a recipe. Lorraine spent most of the task shrieking as she was afraid of bees! This begs the question of why send her or why didn't she admit this beforehand? Improved communications would help both teams each week.

Paula asked that Ben Clarke and Yasmina keep an eye on costs as she confessed that she was hopeless with numbers. During recipe concoction, Yasmina and Paula got confused in 2 critical areas: which oil to use, Cedarwood or Sandalwood, with one costing around £28 / kg while the other cost over £1,200 / kg! A fundamental difference methinks…

They worsened the situation by mixing up percentages and grams, using 450g of the expensive oil vs. the 3% they should have used! The effect was to send their total fragrance costs to over £700, which Nick Hewer coolly pointed out to them, chuckling on the inside I suspect…. Yasmina had assured Paula that costs were very low, so 'around a fiver?' was Paula's conclusion to which Yasmina agreed. Where was Ben? Washing pots and pans or mixing up ingredients! So the stockbroker played little part in the figures, despite being asked to and he also sidestepped anything to do with design and product selection. A very slippery character (and set of shoulders!) it seems to us.

Kimberley's background is as a marketing consultant but Philip the estate agent shouted her down several times during the label design process, snatching the phone from her at one stage. His retort to her of 'get some balls' was uncalled for and exhibited lack of being a team-player we felt. It was left to Lorraine to apologise for the unprofessionalism of arguing on front of the label designer….
She said it!

Once the teams found themselves doing poorly sales-wise in a tube station (Bond Street), they should have moved elsewhere (e.g. going back to the market sooner) as, by the nature of tube stations, as they sadly discovered, folks are inherently pretty busy en route to their destinations and in the main aren't interested in stopping there to sample products. The markets were much better locations as people are generally there to buy! Noorul's team being dressed as bee-keepers in a tube station where people might view them as bio-chemical hazard suits wasn't the brightest of ideas, although it was more eye-catching in the markets.

Noorul seemed to struggle with his sales pitch and didn't look to have sold anything. Philip was keen to get him lower prices to shift their stock (they still had 120 bottles and the crowd was thinning out) but again Noorul was indecisive. It was quick-thinking of Paula's team to get rid of their remaining stock to a fellow stall-holder for £400. Again, Paula praised her team at the end of the task. Overall, a good Project Manager; just let down by the team-members who should have checked the figures as she asked. I suppose she also plays a part in the blame for not firmly requesting Ben to check them, but as prospective leaders, they should be proactive and as fellow team-members, helpful, unless they're scheming to get rid of others and hoping that they get the blame of course!

When Alan Sugar asked Noorul's team what they thought of him, Philip went unusually quiet. Several said that they enjoyed working with him. Margaret Mountford pointed out that that wasn't the same as him being a good leader!

Sir Alan didn’t like Ignite's liquid-looking honey soap. He much preferred the professionalism of the appearance of Empire's products. However, Ignite made a profit of almost £494 while Empire lost £68 due to the massive cost overrun! Nick pointed out that if they hadn't got confused about the products and percentages vs. grams, they would have made a profit of £598 and won! In which case, we feel Noorul, who as a very weak Project Manager, would have been fired.

Was the right person fired? We concede that the Project Manager has to take responsibility but Paula's leadership, design and marketing efforts were very good. She delegated figures to Yasmina and Ben, who let the team down badly. Ben should have got involved but was seeming to 'hide'. Yasmina was actively involved in the figures so she should have gone in our opinion.

What do you think? Write your comments here and let us know….


Eve Grace-Kelly and Vinden Grace

MD and Director respectively

QCC

http://www.qccgroup.com
Business and Personal Coaching by Qualified Coaches

The Apprentice UK - A Coaching Perspective On The Latest BBC Episode

Episode 3 of The Apprentice on the BBC - The Fitness Contraption

The task this week on the UK show The Apprentice on BBC TV centred around finding unique product for the fitness market. The teams had to come up with the design concept; get a prototype made by a designated manufacturer; then market it to pre-assigned potential outlets.

The same retail prices were allocated by Sir Alan Sugar and his team of Nick Hewer and Margaret Mountford and, we believe, identical manufacturing, transportation and packaging costs assumed. Therefore, the task's aim was to gain the biggest number of orders rather than the usual maximisation of profits.

Debbie (Debra Barr) was manager for Ignite team while James McQuillan took that role for the other team, Empire. The latter has Product Management experience so we expected him to rise to the challenge well. Ben Clarke was in charge of design for Empire and initially mentioned a sex-related device, which James quickly pooh-poohed! They came up with a device to reduce women's 'bingo wings' with names such as Bingo-Buster and Wing-Worker. James' advice was sound: keep it simple. This was especially good advice given the incredibly tight timescale! They went to a sports store to get product ideas, which they perhaps should have done first?!

Majid Nagra was all for adding product extras, which overcomplicated was meant to be an inexpensive product. The end-result, the 'Home Multi Tone', was rather a Heath Robinson-looking product that Ben embarrassingly had a struggle packing away in front of a sports shop Buyer. The team admitted some aspects were 'just for show'! They called it a home multi-gym but failed to research the market to see that their potential buyer in the sports shop would not be interested in this sort of product when he was more interested in selling shop visitors multi-gyms costing hundreds if not thousands of pounds!

In terms of picking the leader, the team seemed uncertain about Debbie, one member, Lorraine Tighe, asking her could she manage all the big personalities in the team, while another, Paula Jones, said the biggest challenge would be managing her own (Debbie's)! Clearly she's seen as a bit of a handful and is rude when it really doesn't seem to be justified. Her put-down of Lorraine below didn't help in portraying her as a good manager and she doesn't seem to be a team-player. This was evidenced by her comment to Kimberley Davis back at the penthouse while awaiting the boys from the boardroom with 'Your failure is my success. I don't really care if you lose! I know that might be harsh…' Kimberley said she felt it was indeed harsh! If Sir Alan Sugar is reviewing the tapes of the discussions back at the house, and he would certainly get the highlights, is this really the way Debbie thinks she should portray herself in order to get a job with him?! Today's managers are generally deemed superior if they lead from the front and build a consensus where that is possible we feel, not be autocrats as (perhaps) in days gone by. In truth, we wonder if Debbie's strategy is to be tough on others and gain notoriety that way, earning herself nasty soubriquets in the papers and so get a reputation that boosts a TV or other independent career outside Sir Alan Sugar's empire… (See Jenny Celerier's and Kristina Grimes' - 2008 contestant and 2007 runner-up respectively - new training company as just one example: www.kgjcp.com)

Ignite came up with a variation on the Swiss ball, a body rocker on which one sits to do exercises. Lorraine put herself forward to do the pitch, although Debbie gave her little encouragement, saying that if, on 'inspection', she was not up to it, they would assign someone else. Not a great morale boost prior to the task! Project Managers need to boost their team-members' confidence not undermine it. Undoubtedly they are all there to win, but Sir Alan, Nick & Margaret are surely also looking for team-players and leaders of the future for their organisation.

Debbie was deemed to bark at people (who said). She allocated Yasmina Siadatan to shoot the photographs and then wouldn’t leave her to undertake that task on her own. If Debbie's team had lost, she would definitely have been in the firing line as she micro-managed everyone.

Debbie's team apparently had no discussion re financials so when John Lewis's buyers asked them for an exclusivity contract, they had no idea of what to ask for. Debbie said they'd chat about it and come back to John Lewis, but one team member blurted out that 20,000 units for 6 months would seal the deal, to which John Lewis replied that it was too much.

Sir Alan Sugar felt James' team's prototype was very poor. James seemed to backtrack at this point, agreeing that Ben's concept was good but the prototype was poor, earning Ben's enmity. Ben was extremely miffed, pointing out that James hadn't voiced many reservations when the prototype turned up, but to be fair, by that stage, given the tight timescales, what other choice was there? James waffled too much trying to defend himself, stating that he was a bit fuzzy (he certainly issued lots of fluff!) at times and didn't want to 'stifle Ben's creativity' and also dumped on several team members. Seemed like a poor attempt at offloading blame for failure onto Ben and generally sidestepping responsibility as Project Manager. His boardroom manner clearly exasperated Sir Alan Sugar. James, and all boardroom 'defendants', especially Debbie given her comments above, need to consider that he may have to work with these people on other tasks. E.g. Philip Taylor received good feedback in the boardroom for having defended Lorraine. Margaret had made complimentary remarks about James to Sir Alan Sugar, saying that despite his poor boardroom puff and bluster, in the field he was actually quite good, geeing up his team, etc.

Howard seemed to play a silent game, at which Sir Alan Sugar accused him of sitting on the fence so much that he was in danger of getting a sore a**e! Definitely quote of the week! Noorul Choudhury seems to be playing a quiet game too. Not sure what he's contributed yet….

Philip didn't look best pleased when James returned to the house and Majid had been kicked out. Will Philip try to get rid of James as revenge?!

Ignite team's spokesperson Kate Walsh tended to just list the features of the equipment, whereas the art of selling requires extolling the virtues or benefits of the product. What it simply does is not sufficient: how does the product or service help the buyer or solve a problem? That's the key to selling.

Majid was deemed by James, Nick and Sir Alan Sugar to have been a passenger rather than have played a constructive part in the proceedings. Nick's eyebrow and stern look were working overtime with Majid at this point in the boardroom! Sir Alan Sugar pointed out that there was no room to hide behind the filing cabinets in his organisation…. Majid didn't really stand up for himself in the boardroom and agreed in The Apprentice - You're fired! that he was very laid-back. So was his just a bid to get TV exposure for the various businesses that he runs?

The contestants need a strategy in the boardroom - not just trying to drop others in it, which is seen straight through by Sir Alan, Nick and Margaret and certainly doesn’t win them any helpful colleagues for the next task!

Sir Alan deemed that the Empire team had not targeted the audience well (at that price) and given them what they wanted. As business coaches though, we generally feel that Sir Alan Sugar's team don't give sufficient feedback on what they would have done. It's easy to criticise the teams and no doubt makes for a more interesting show in terms of entertainment, but as a business-focused show, we were surprised not to hear more constructive feedback on what very experienced business people such as Sir Alan, Margaret and Nick would have done in the circumstances. No doubt editing of the show plays a large part! So we're not sure whether The Apprentice is intended to be a business show with entertainment thrown in or an entertainment show with a dash of business?! One thing is certain: it's highly watchable… Looking forward to episode 4!

Vinden Grace and Eve Grace-Kelly
Director and MD respectively
QCC

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A UK opportunity to claim up to £1,000 worth of FREE personal development coaching

Leading Coaching company offers free coaching, consultancy and training to selected UK companies

The UK-government is funding this great opportunity. The Train to Gain Scheme is offering you the chance to get more from your training budget, e.g. to:

• Maximise Productivity, especially important in the current climate
• Improve Management Performance and your Organisation’s Efficiency
• Improve Team Performance
• Improve Team Self-Worth and Inspire Creative Thinking

See the following document for more information: free coaching.

Or contact us to assess your eligility. You've nothing to lose and much to gain!

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What is procrastination and why do I have it?

Maybe you’ve heard people say “I’ll get to it tomorrow,” or “It can wait,” or I’m not in the mood right now.” If you’ve heard these statements or perhaps said them yourself, you are affected by procrastination, which affects a lot of people. It can drive you absolutely crazy and/or upset the people around you.

Procrastination is a complex psychological behaviour that affects many people. Some people deal with it to some degree, while others have a hard time with it. It can go hand in hand with perfectionism. It is a means of avoiding some type of action or task.People who suffer from procrastination can suffer from stress, a sense of guilt, loss of productivity, and a lot of yelling at and from others!

If you suffer from procrastination, you know your responsibilities, but you don’t want to act on them. You just don’t want to commit. Procrastination can be normal if is kept at in balance, but when you allow it to interfere in your life, it becomes a problem. In order to be able to escape from the grip of this unwelcome condition, people need to understand the whole concept of procrastination, including where it came from and why people get it.

Procrastination has both psychological and physiological causes. The psychological causes can depend on the situation or element the person faces. Such conditions can include anxiety, low sense of self-worth, and a mentality where the person gives up easily. Procrastinators have also been known to have a higher level of conscientiousness. However, this high level is based more on what they wish they can do, but can’t because perfectionism holds them back. In many situations the person simply feels out of control, and so may resort to delaying a task, or avoiding it all together.

People who suffer from procrastination are aware of what is happening. It can actually lead some people to depression or even suicide, and it can be involved with other kinds of dysfunction, such as Attention Deficit Disorder (ADD).

Although procrastination can be considered a behavioural problem, any other symptoms that are developed around this condition can be treated with medication. Hopefully, once the indirect conditions are treated, the resulting effect can also lessen the occurrence of procrastination. Certain medications have been known to help a person increase his attention span or evenimprove his overall mood. Therapy can also be considered helpful, especially if the therapy can remove any underlying causes that created the behaviour, like fear or anxiety. The basic premise is that it increases the person’s ability to lead a normal life. This is why procrastinators should see a therapist or psychiatrist to see if there is anything beneath the surface that is causing their problems.

Those who are diagnosed as being procrastinators could find themselves getting addicted to such things as using their computer a lot, or using the Internet quite often. It starts with a compulsion to do something so as to avoid reality. So they take part in some kind of activity like surfing the web or playing a video game. So, watch how much time you spend on Twitter, Facebook, MySpace, etc.

Procrastination is like diabetes – there are different types. One is referred to as the relaxed type the other one is the tense-afraid type. The relaxed type views responsibilities in a negative way and avoids them by doing other kinds of tasks.

An example of this is for a child to avoid doing his homework so he can play his video game. In practical terms, this is known as denial. Basically, the procrastinator does everything to avoid any situation that is not pleasurable. People who see these types think they are avoiding work but, in reality, they are simply trying to evade the issue.

The tense-afraid type is usually overwhelmed with a lot of pressure, and doesn’t have a solid concept of time. They are uncertain about their goals and may even have a lot of negative feelings. They often feel they can’t focus so as to complete their job. So what they do is keep telling themselves they need to unwind and relax. They want to take it easy for the time being and start anew the next day. The only problem is the next day brings the same results. This relaxing they do eventually places more stress on them because they end up getting too close to a deadline and have to rush to get the assigned work done. Then the person feels guilty for having delayed getting it done when they had plenty of time.

Unfortunately, they repeat the same thing over and over again. They go from trying to accomplish a task to failure and delay. They constantly put off plans and goals knowing they can’t complete them. The problem with this arrangement is that they can’t be depended on for anything nor can they be trusted. They become uncertain about their goals and this makes them feel awkward, especially when they are around people who have it together and are goal-oriented.
Procrastinators do have a rough time of it emotionally, mentally, and even physically. But as you can learn in our ebook, this problem can be controlled or even eliminated once you know more about the condition and how to get rid of it. The biggest concern is to acknowledge you have it and take steps to change your behaviour. By following certain procedures and guidelines, you may just find that procrastination can be a thing of the past.

Understanding it and getting clear as to its functions and causes will go a long way toward helping you to deal with it. It is just a matter of knowing where it originates. This is one way you can treat it. By knowing the source of the problem, you can take the correct steps to ensure that this problem will not raise its ugly head again.

If you are one of those less fortunate to have procrastination, you are not alone. Did you know that even children can become procrastinators? It is a behaviour problem, usually a learned behaviour. If you find that procrastination has taken over your life, this book should help you remove the resistance and get back in the flow of your life. It’s for people who truly want to take action in key areas of their lives but, for some reason, they feel unsure, stuck or demotivated (possibly becausethey’ve tried before and it hasn’t worked). And let’s face it, the world of online business is so vast, it can be pretty overwhelming!

There is always a motivating purpose behind everything you choose to do. Master these and get greater control in your life, business and career. When you’re back in the flow, you’ll also have a calm confidence when taking on new activities and an increased feeling of personal freedom and a lot more energy and time.

So, acknowledge the problem, stop procrastinating and act……

read this ebook now!
(or see http://www.beatprocrastinationnow.com/)

Further help can be gained through engaging with a Quantum Coaching and Consulting coach http://www.qccgroup.com. We’ll help you identify how to get back on track with those activities that are in your own best interest. As well as the powerful techniques that we’ve put in this ebook, we’ll help you take self-improvement to another level.
Go for it!

Eve Grace-Kelly

MD
http://www.qccgroup.com/

Are you listening?

How long could you survive without your car? Or even worse.... how long could you survive without talking?!?!?

This is what John Francis did following a massive oil spill polluted San Francisco Bay in 1972. He gave up all motorised transportation and for 22 years, he walked everywhere he went hoping to inspire others to drop out of the petroleum economy.

Soon after he stopped riding in cars he also stopped speaking. For 17 years, he communicated only through improvised sign language, notes and his ever-present banjo. The environmental pilgrim says he took his vow of silence as a gift to his community because he just argued all the time.

Through his action of not talking, for the first time, he found he was able to truly listen to other people and the larger world around him, transforming his approach to both personal communication and environmental activism.

He realised that when listening beforehand, he listened to a point where he received confirmation that the person agreed with him. If the speaker didn't agree, he would stop listening and his mind would race ahead to compose an argument against what he believed the speaker's idea of position to be.

And so he wasn't really listening at all. When he realised this he felt as if he had been locked away half of his life.

"Silence is not just not talking" he said. "It's a void. It's a place where all things come from. All voices, all creation comes out of this silence. So when you're standing on the edge of silence, you hear things you've never heard before, and you hear things in ways you've never heard them before. And what I would disagree with one time, I might now agree with in another way, with another understanding. "

We can all relate to John's experience of 'listening' to some degree. I can certainly remember times when I have been guilty of nodding when someone has been speaking to me so that they will hurry up and finish what they're saying, so that I can put my 'twopenneth' in!

One of the gifts of coaching is that we learn how to truly listen and the richness that this has brought into my life has been enormous! I've always felt that I've been a good listener, but this has been heightened through the coaching skills. I now have conversations with people and recall not just the words, but the emotion in their voice and the body language they used. And this package provides me with so much information about the message the person I'm having that conversation with is trying to convey.

John Francis has given up his silence so that he can get his message across with regard to his environmental work. He silence certainly bore a message in itself and there is much on the internet about his life. But, on Earthday 1990, he realised that speaking again would enable him to further his quest in improving our environment.

He's now in the speaking arena and gives great motivational speeches. Click on the link below to find out more about his life and message.

http://www.youtube.com/watch?v=NlYJQ0psZYA

The Ending, Middle and Beginning of Change

Change has a particular lifecycle of phases that shouldn't be skipped.

One change model that many people use is William Bridges' three phases of change: this says every change has an ending, a middle, and a beginning.

Ending: this is the first phase in the process, i.e. it's the ending of whatever came before the change. It's the process of moving away from what the situation was before the change was needed. Whatever the new change is and no matter how good it is expected to be, or how much it is anticipated, there were always good things in the old and people like to hang on to what they know and love (even if it has a lot of flaws! It's the familiarity that they love. To some extent, every ending is seen as a little death, and requires the same process as Big Death. Time must be taken to grieve, and to go through the stages of grieving.

Beginning: This is the start of the new. It is the integration of the new into our way of being, and ourselves into the new order.

Middle: Before you can get to the new, you have to go through a the transition - the middle phase, or, as William Bridges calls it, ' The Neutral Zone.' This is a place of healing, a place of taking stock and being sure you know what your place is in the new order before you march off. It's where we learn about the new way, and about ourselves in relation to the new way. In this zone, people find their new path in the changed landscape of the organisation. They are finding what works and what doesn't, what they care about, what they have energy for and where they can best apply that energy. The Neutral Zone isn't easy. There are many challenges to overcome and a lot of doubt or resistance. I've also heard it called 'the swamp', a place where you don't want to get stuck - you want to get through it as quickly as possible.

However, what is important is that you work at the pace that fits the place and your place in it, to know the work that needs to be done and to do it steadily but not in a rush, to keep moving but at a pace that lets you learn from what you pass. It's about finding the right balance of needs.

There is a teaching poem from the Northwest Native American tradition that can be related to the 'Neutral Zone, which was used to answer the question, "What do I do when I am lost in the forest?" - as the cedar forests of the Pacific Northwest of North America are so thick that, 200 yards into the forest, there is nothing to see but green, not even the sky above.

The poem was used to teach children how to act when lost in the forest. However, it can also be applied to anyone who is in a place where we have never been before and must find our way.

The poem says that if you are lost in the forest the best thing you can do is ' stand still'. The trees ahead and the bushes beside you are not lost. Wherever you are is 'here', and you must treat it as a powerful stranger. You must ask permission to know it and be known. The peom says to listen to the forest whispering:

"I have made this place around you that, leaving it, you may come back, saying 'here.'

Are any two trees are the same to raven?

Are any two branches are the same to wren?

If what trees do and branches do is lost on you then you are truly lost.

Stand still.

The forest knows where you are.

You must let it find you."

And this is likened to the Neutral Zone, but it isn't a place of total inactivity because you are listening to the forest breathe, you are coming to know the place around you, you are observing what trees and bushes and branches and ravens and wrens are doing. But you are not running off blindly in a show of conspicuous activity. You are waiting, in the moment, with beginner's mind, until wisdom comes.

Only when we have completed this process are we ready for the beginning phase of the change: the integration of what we have learned in the Neutral Zone into what we do and what we are.

At Quantum Coaching and Consulting Limited we facilitate change by working with people to help them first identify the change they want and then to help them through the change process.

http://www.qccgroup.com/

How have you made someone feel today?

Saw this today & certainly paused for thought…

It’s always good for the soul to reflect on helping others…


“I pulled my cab up to the curb and sounded the horn. No one came to the door.

So I walked to the door and knocked. ‘Just a minute’, answered a frail, elderly voice. I could hear something being dragged across the floor.

After a long pause, the door opened. A small woman in her 90’s stood before me. She was wearing a print dress and a pillbox hat with a veil pinned on it like somebody out of a 1940s movie.

By her side was a small nylon suitcase. The apartment looked as if no one had lived in it for years. All the furniture was covered with sheets.

There were no clocks on the walls, no knick-knacks or utensils on the counters. In the corner was a cardboard box filled with photos and glassware.

‘Would you carry my bag out to the car?’ she said. I took the suitcase to the cab, then returned to assist the woman.

She took my arm and we walked slowly toward the curb.

She kept thanking me for my kindness. ‘It’s nothing’, I told her. ‘I just try to treat my passengers the way I would want my mother treated’.

‘Oh, you’re such a good boy’, she said. When we got in the cab, she gave me an address, and then asked, ‘Could you drive through town?’

‘It’s not the shortest way,’ I answered quickly.

‘Oh, I don’t mind,’ she said. ‘I’m in no hurry. I’m on my way to a hospice’.

I looked in the rear-view mirror. Her eyes were glistening. ‘I don’t have any family left,’ she continued. ‘The doctor says I don’t have very long.’

I quietly reached over and shut off the meter.

‘What route would you like me to take?’ I asked.

For the next two hours, we drove through the city. She showed me the building where she had once worked as an elevator operator.

We drove through the neighborhood where she and her husband had lived when they were newly-weds. She had me pull up in front of a furniture warehouse that had once been a ballroom where she had gone dancing as a girl.

Sometimes she’d ask me to slow down in front of a particular building or corner and would sit staring into the darkness, saying nothing.

As the first hint of sun was creasing the horizon, she suddenly said, ‘I’m tired. Let’s go now.’

We drove in silence to the address she had given me.It was a low building, like a small convalescent home, with a driveway that passed under a portico.

Two orderlies came out to the cab as soon as we pulled up. They were solicitous and intent, watching her every move. They must have been expecting her.

I opened the trunk and took the small suitcase to the door. The woman was already seated in a wheelchair.

‘How much do I owe you?’ she asked, reaching into her purse.

‘Nothing,’ I said.

‘You have to make a living,’ she answered.

‘There are other passengers,’ I responded.

Almost without thinking, I bent and gave her a hug. She held onto me tightly. ‘You gave an old woman a little moment of joy,’ she said. ‘Thank you.’

I squeezed her hand, and then walked into the dim morning light. Behind me, a door shut. It was the sound of the closing of a life.

I didn’t pick up any more passengers that shift. I drove aimlessly, lost in thought. For the rest of that day, I could hardly talk. What if that woman had gotten an angry driver, or one who was impatient to end his shift?

What if I had refused to take the run, or had honked once, then driven away?

On a quick review, I don’t think that I have done anything more important in my life.

We’re conditioned to think that our lives revolve around great moments.

But great moments often catch us unaware-beautifully wrapped in what others may consider a small one.

PEOPLE MAY NOT REMEMBER EXACTLY WHAT YOU DID, OR WHAT YOU SAID,

~BUT~

THEY WILL ALWAYS REMEMBER HOW YOU MADE THEM FEEL.

Life may not be the party we hoped for, but while we are here we might as well dance."