For me, the "ideal" snapshot view of this "business" in the future would look like this: It is now the year 2003, and Revolution Consulting is comprised of 12-15 experienced and talented consultants. We are a very tight team of people, like a family, with Anne and me as the spiritual center. We all have complementary talents that we've learned to harmonize, and we share tremendous love and respect for each other. We have each achieved significant personal success in our lives before this, but we have now embraced a sacred journey to make the rest of our professional lives about contributing our talents and passion to helping organizations and people succeed together. It is all about changing the nature of how business is done. The reason for this is to create a more responsible society that is committed to leaving the world a better place than it was when we entered it.

I am now spending most of my time learning and teaching; experiencing joy through others' success in helping others succeed. Anne and I travel regularly to visit with others who can teach us great lessons. The first priority of my role in the business is investing in the above mentioned consultants, so that they can lead the richest lives they could ever imagine, which leads them to the inevitable conclusion that serving others is what there is to do. It is through their health, happiness, balance, and disciplined adherence to universal principles that all good things in our marketplace will occur. Consultants come to us having made a life choice, not looking for a "job" in the traditional sense. We have zero turn-over. This is because Revolution Consulting as a concept is aligned with their lives' journeys and purpose. Therefore, there is no right or wrong way to do this.

We secure customers largely through successful reference stories and through a growing word-of-mouth awareness of our long-term impact on our customers' organizational health and business performance. We do very little traditional marketing, but instead engage the marketplace through an ongoing personal, electronic, and newsletter "dialogue." We receive money from our customers based on the value we contribute to them, which they determine based on measures we design together. Even though many of us started out in the IT Industry, and it's where we have established our early identity, our specific skills lie in traditional business consulting areas; Vision & Leadership Development, Strategic Planning, Sales & Marketing Strategy, Process Development, Operations Management Consulting, Communications Consulting, etc. We have great skills and experience to contribute to any company undergoing dramatic growth or change, but we are extremely selective in our customer relationships. We've learned that only through establishing and maintaining a unique level of trust in mutually committed customer partnerships can we hope to achieve our goal, which is to spread abundance outward in concentric circles from ourselves, both personally and as an organization. Unique mentoring relationships that we each establish with our customers offer great opportunity to deliver this value.

We are relentless in following our strategic approach; to reveal our own truth - our view of what's really at work within our customers' organizations, communicating everything honestly and responsibly, to re-focus people on passionately serving customers and each other, leading by example, and to re-energize people through providing creative and engaging access paths to the most important  information they need to excel and make a difference with their lives, inviting them into a life-long journey of continuous learning.

We are very results-oriented. It is not enough to simply talk about lofty ideals and principles, while little actually gets done. A philosophy based on "serving others" simply has no tolerance for self-righteousness or pontification. Our customers must "feel" served for our service to be of value to them.

We always seek the greatest leverage, encouraging and teaching people to focus on the important things and fully harnessing the power of relationships.

Above all, we walk our talk and are always willing to put our selves on the line behind our convictions, while always being respectful of others' views. It is not about being "right," but being effective.

The organization is regarded in the industry as unique. People can't put their finger on what we do specifically that's different, but association with us generates outrageous success, both in traditional measures and in how it feels to everyone. We leave people feeling good, mostly about themselves, but glad that they have come to know us. We have a dynamic network of colleagues and associates throughout the world that both pushes us to new levels of learning and seeks knowledge from us on how to do what we do. We share all information openly, knowing that it is not the information that makes us unique.

Money is not a factor in pursuing our purpose. We have chosen a new currency, which is the "quality of relationships in our lives." We have long forgotten the natural human tendency to seek money for its own sake, and yet it shows up in abundance. We work to find ways to invest the surplus in others, which has become a growing challenge and opportunity. The concept of "wanting" things has disappeared for all of us.

We have unleashed a powerful phenomenon in the business world, having discovered how to provide business leaders access to a path for transforming themselves in ways that preserve their dignity and self-respect and inspire both themselves and their people. This enables them to get ahead of change, instead of being the "unconscious obstacle," and to create a self-sustaining health and vigor that lives on long past their time. It is at the point where the leader has "consciously" put this process in motion and feels fully supported from within that our services shift from a "fully-engaged" mode to more of a supporting role. We always know when this is; we do not need to be told.

Our work is about the intelligent dispersion of power, from traditional executives to the front lines where the critical customer interactions occur every day. It is about encouraging leaders to be in front of this revolution, instead of reacting to it. It is about improving their lives, which opens them up to a life of true service.

Finally, the essence of our lives and our attitudes is captured in the following words: