Bright Idea

An excerpt from the book The Transition Game, written by CFOLC member Greg Olney. For more information on Olney, scroll down.


When someone is tentative about a commitment, the tentative person hasn’t fully worked out their commitment. The tentative person is uncertain and hesitant about which way to proceed (Certainty is the 2nd “C” in Commitment to Change [5]).

When a running back in football is tentative and doesn’t hit the hole with intensity, he, most likely, will fail. The defense will look for any slowness and drive that ball-carrier back away from his destination. This world smells indecision and attacks it. It reacts to it disgustingly and then won’t let the tentative person back up when they become strong enough.

The antonyms for the word tentative are certain, sure, and definite. The person who knows where they’re going and goes there with intensity is certain and sure. These people are more apt to succeed than the tentative person. So what causes tentativeness?

  • Hazardous conditions
  • Indecision
  • Fear
  • Perceived pain
  • Demotivation
  • Lack of training

If I’m going to make a mistake, I’m going to make the mistake going full speed. When I hire a person for a position at work, I want someone that I have to tell to stop rather than have that person be tentative about their progress. When a manager verbally (or emotionally) beats up an employee, the employee becomes demotivated about their ideas and their worth is minimized. When you aren’t able to decide which direction to take, slow and cautious may be your course. Slow and cautious is tentative. When tentativeness enters the picture, intensity leaves. Using intensity in the wrong setting may be dangerous too. It may even cause hazardous conditions. However, with the proper training and experience, intensity should be used instead of being tentative.

About The Author

Greg Olney-780863-edited.jpgGreg Olney is a business and management professional with over 30 years in management of Finance, Operations, Client Service, Project Management, and IT with companies ranging from multi-million dollars to multi-billion dollars.  He has consulted with large and small businesses to create new departments, improve service, develop people, and “projectize” organizations.

Greg lives in the Southern California area and utilizes his time with his wife and children while doing volunteer work.   He also holds his Bachelor of Science degree in Finance, Real Estate, and Law from the California State University, Long Beach.  In the past, he has attained his CPP (Certified Payroll Professional) and insurance licenses.  He has expertise in developing people through programs involving Project Management, Leadership, Business Motivation, and industry-centric areas.

He has authored books centered around change management – The Transition Game, Commitment to Change, Why Change Fails, and (yet to be released) Restoration. All of these books describe the model he built about the transitional movement from the status quo to each person’s and organization’s commitment to change.  Greg founded a business called GONATELLE, a consulting company, which focuses on Needs Assessment and Transition to the next Echelon while understanding Lessons Learned and Executing solutions.  He lives out his purpose and has done presentations for people ranging from prisoners to presidents.  His purpose is to affect change in others so that they can do great things.