The Answer to How? is Yes

I don’t wear a watch anymore. Sort of funny for a guy who sells his time? Perhaps. It gives me one less thing to worry about. (Really, I don’t need the watch; I know what time it is.)

Why tell you that? It’s interesting. That’s why. And, it’s revealing. Most people try to hide themselves in the business world; I don’t believe that works. I don’t believe it ever has. I believe that my relationships thrive when I’m most vulnerable, most willing to “put myself out there.” Most invested in bringing all of myself to my work.

So, what does that have to do with you? Everything.

I’m selling my skills at helping you embrace change. My services will, if they’re effective, cause you some pain. Change is painful. Change can be joyous, too, but humans are pain-avoidance creatures. Pain-avoidance, for most folks, is paramount; the fear of the pain is the first barrier we must overcome. I’m going to help you overcome some of that natural tendency: the fear of pain. So that you can increase your performance, your effectiveness and the meaning in your work.

(By the way, if you’ve been paying attention, you’ve been seeing some very painful confrontations between captains of industry and their new bankers -- the Congress. This kind of pain is the worst because this pain could have been avoided; true, it would have been swapped for another kind of pain that was chosen, not an act of desperation.)

So, this page is “About George.” Yes, I’m George Moskoff. I’ve been helping clients run their businesses better since 1983; I’ve developed quite a toolkit in that time. I’m not that old -54 -- but I’m told I’m wise (in the locker room at the health club anyway).

I’m a scientist by training: my undergraduate and graduate work still influence me. My field of study these days is human behavior in business systems. It’s not that lofty; it’s pretty logical, actually. (One of the benefits of scientific training: logic.)

I take an empirical approach to helping my clients solve problems and exploit opportunities. That means, for me, that it’s pretty hard, almost impossible, to determine the potential benefits or demerits of a possible adjustment in business practices. One of my areas of expertise is helping to figure out ways to minimize risks and maximize potential gains: make the hurdle low and amplify the positive outcomes.

Why do this? First, it helps alleviate some of the fear associated with any potential change. Second, it begins to inculcate a mentality of experimentation -- something that’s an absolute need in science -- so that more experiments are tried. I don’t believe we can possibly how a change is going to come out...until we try it. So, let’s make the resistance to new ideas quite low.

In 1992, three years after I became a father, I was infected with a virus called Community Building. A “technology” -- actually an amalgam of methods (twelve step, Quaker meetings, T-Groups, etc.) -- created by writer and psychiatrist M. Scott Peck, M.D., Community Building provides a vehicle by which people can deeply connect. (Scotty and I became good friends.) It is nlike any other group or individual experience that I’ve encountered.

As a participant, organizer and facilitator, I have a distinct vantage point from where I am able to employ the methods of CB -- some or all -- in group settings. Coupled with my multi-year study of leadership, this gives me a strong foundation from which to help clients consider and embrace modifications in the business, individual and group behaviors.