About Dr. Uchil

Dr. Uchil is an Award-Winning Author, Motivational Speaker and Entrepreneur embodying three decades of management and consulting experience. Prior to founding The Uchil Group and Uchil, LLC in 2004, Dr. Uchil spent over nineteen years in a variety of senior management roles at several large consulting organizations including Accenture and MCC.

Dr. Uchil was a Founding Fellow at the Institute of Coaching (IOC), a Harvard Medical School affiliate and the creator of the Bravo Motivation system for motivational coaching and training. Bravo Motivation is the registered trademark of Dr. Atul Uchil.

In addition to research papers and digital eBooks, Dr. Uchil has published the following:

- If Not Now, When? ISBN - 978-1478734659

- Remember Thou Art Mortal: ISBN - 978-1478715887

- Goals-Based Strategic Planning: ISBN - 1432723309

- Relationship Selling: ISBN - 1432715007

- The Corporate America Survival Handbook: ISBN - 1598000942

- Consulting: A Job or A Lifestyle: ISBN - 1598000640

- I Opted Out: ISBN – 1598000713

- Reflections – Kindle Vella Story: AISN – B0B89RRZYZ

- A Glitch In Time – Kindle Vella Story: AISN – B0CSKQP239

Credentials

Motivation

Motivation and Strategic Planning Packages

I specialize in empowering minds.

Join me on a journey to ignite your potential & achieve your dreams.

Telephonic or video motivation sessions one-on-one with Dr. Uchil.

Please contact Via Email Atul@Bravomotivation.com or Via Social Media Links Below

Public Speaking

Public Speaking and Group Motivation Packages

Please contact Via Email Atul@Bravomotivation.com or Via Social Media Links Below

Social Media

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KindleVella

Writing Sample 1 -- This short article portrays a style of writing that is best suited for social media articles, blogs, and magazine articles.

Located on the east-facing side of my home is a room like no other. Conventional notation labels it a Florida room. However, to me. It is a sanctuary that bridges the indoors and outdoors. My Florida room faces the Atlantic Ocean and has expansive floor-to-ceiling jalousie windows on three sides. When I open these windows, the sounds of the ocean flood the room.

Many years ago, when I was a young man, working at my first job, seated in a dark cubicle, I wrote the following quatrain. I titled it Oceanview.

I sit here in my cubicle,

And dream that I can see.

The deep blue waters of the ocean

Beckoning to me.

My Florida room offers a panoramic view of the Atlantic Ocean that stretches as far as my eyes can see. During the pre-dawn, as the first rays of sunlight cast a soft glow, I find myself drawn to this sanctuary. Armed with a hot cup of tea, I settle into my favorite armchair, ready to witness another breathtaking sunrise. I experience a sense of anticipation, a quiet excitement that surges within me as I await the unveiling of another day.

This daily magic begins as the sky transforms slowly from the dull pre-dawn gray to gold, pink, and orange in front of my eyes. I dare not blink as the colors intensify and change with each passing moment. These colors are reflected in the waters of the ocean as well. The ocean glistens with the radiant glow of the first rays of the sun.

Every morning, time stands still as I become immersed in the spectacle unfolding before me. The worries of the world fade away. I experience a sense of profound gratitude for the simple joys that life has to offer. Here, amidst the whispers of the sea and the caress of the morning light, I find peace.

As the sun climbs higher in the sky, I stay in my Florida room hoping and praying that time slows down just a little bit. However, the sun eventually reaches its full brightness, and the spell is broken. I tear myself away from the comfort of my sanctuary, knowing that my daily duty calls.

In a world fraught with chaos and uncertainty, my Florida room is my beacon of peace and serenity. It may have taken the better part of three decades; however, I have finally found the Oceanview that I dreamed of as a young man. And for that, I am eternally grateful.

End of Writing Sample 1

Writing Sample 2 -- This is an extract from my book, Relationship Selling: The Fine Art of Consultative Sales. ISBN – 1432715007.

This style of writing is best suited for business documents and presentations.

BUYING VERSUS BEING SOLD

• People like to buy.
• People hate being sold or being forced to buy.
• People buy from people that they like and trust.

Everyone has encountered the above three statements. You have heard them either verbatim or by means of different words that convey the same or similar meaning.

All people go through a distinctive buying process regardless of whether they are buying groceries, buying consumer goods for their home, or making large purchases for their corporations.

• The first stage in this process is to perceive need.
• The second stage is to research alternatives.
• The third stage is to make the purchase (decision).
• The fourth stage is to perform post-purchase analysis.

There is no defined timeframe and/or set of tasks that need to occur in each of these stages.

Sometimes this process is very short. For example, an individual is not going to perform weeks of research on what type of lettuce they plan to buy.

Sometimes this process is very long and drawn out. For example, a corporate executive will almost always perform a significant amount of research before buying a five-million-dollar CRM system for his or her corporation.

Some of you are probably saying yeah right! I do not go through that process every time I buy. What if I was going out to dinner? I am not thinking through four stages. I just go out and eat.

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Well, I must disagree with you and say, “No! You do not just go out and eat.” You go through the process either consciously or subconsciously.

Here is how it works.

Perceive Need: I am hungry. There is nothing in my refrigerator. I need to go out and eat.

Research Alternatives: What do I feel like eating today? - Chinese, Mexican, Steak, Italian, Burgers, or Pizza. My clothes have been fitting a little too snug these past few weeks, maybe I should avoid fast food.

.I like Chinese food, but I had it earlier this week? The Italian restaurant is eight miles away. I can just walk to the Mexican restaurant it is on the next block, the food is good, and it is not too pricey either.

Make the Purchase Decision: I guess am going to have Mexican food for dinner tonight.

Post-Purchase analysis: That burrito is sitting in my stomach like a rock, and I feel heartburn coming on. Maybe I should have driven to the Italian place or just stayed in and ordered a pizza. A pizza would have been just as cheap. The Italian place was pricey. However, I would not be suffering heartburn now. OR That was the best burrito I ever had, and I am full. I am glad that I decided to eat Mexican food tonight.

Therefore, it seems apparent that we go through the four stages of buying regardless of what we are buying.

Let us examine these four stages from a corporate perspective. I do not think anyone out there is reading this article with the intent of understanding his or her decision process when choosing a restaurant. At least I hope not.

Stage1 – Perceive Need: The individual decision maker, group of decision makers or corporate management perceives a need.

This perceived need might sometimes be an urgent or critical need like that perceived because of an existing or imminent crisis.

For example:

• ·Someone hacked into our systems, or
• ·Our competitor already has it, or
• New government regulation dictates it, etc.

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At other times, the perceived need may be less urgent.

For example,

• ·The existing accounting system is becoming outdated so we would like to update our accounting system soon, or
  
• ·We should get more health insurance benefits for our employees, etc.
  

Regardless of the urgency, when the corporation identifies a need, they usually begin analyzing alternatives. This leads us to:

Stage2 – Research Alternatives: The analysis and research of alternatives is typically (not always) a documented process within most organizations. Regardless of whether it is formal or informal, written, or unwritten, it exists.

For example, one organization might have a purchase evaluation team that analyzes all alternatives and prepares written reports for upper management to decide. In other cases, it might just be one individual, a mid-level or senior manager, who gets multiple quotes before deciding.

Either way, involvement at this stage is very important for you - the sales professional. If you already have a trusted relationship with the sole decision maker, the sole decision maker’s superiors, the organization, or some member of the organization who has a reasonable amount of credibility as a strong influencer, you can rest assured that you (your company) will be one of the factors considered in the analysis of alternatives.

If you do not have the trusted relationship, it is almost too late to try to develop it at this stage. I am not saying that it is impossible to do, as I have seen it done successfully even at this late stage. I am just stating that it is an uphill battle.

I am also stressing the importance of establishing relationships with clients regardless of whether you think that have a current need for your services or products.

You can rarely predict with a reasonable degree of accuracy when an organization might perceive need.

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Stage 3 – Make the Purchase (Decision): The organization issues a purchase order or bill of sale and makes the purchase.

Stage 4 – Post-Purchase Analysis: This is another critical stage in the process. Your relationships with the stakeholders can make or break your deal at this stage. This applies regardless of who makes the purchase or how the purchase was made.

There is always at least one (typically more than one) naysayer within every organization. This person or these persons will question the decision and raise doubts about the effectiveness and performance capabilities of the solution that was purchased. The questions usually raised are:

• Did we really need it?
  
• ·Did we perform enough research on the alternatives available in the market?
  
• ·Did we get a good deal?
  

If the person or persons that made the decision were in the buying mode, they will defend the decision as if their life depended on it.

Conversely, if the person or persons that made the decision felt like they were being sold or being pressured to buy, they will defend the decision half-heartedly at best.

Page 4 of 4

End of Writing Sample 2

Writing Sample 3 -- This is an extract from my book, Remember Thou Art Mortal: The Chronicles of a Mending Heart, ISBN - 978-1478715887. This in an example of an article involving in-depth research.

SIGNS AND SYMPTONS OF A HEART ATTACK

According to the Center for Disease Control, approximately one million people in the USA suffer heart attacks each year. More importantly, for over forty percent of these people this event proves to be fatal. In 2008, 405,309 people died from coronary heart disease in the USA. As stated in Miniño AM, Murphy SL, Xu J, Kochanek KD. Deaths: Final data for 2008. National Vital Statistics Reports; vol 59 no 10. Hyattsville, MD: National Center for Health Statistics, 2011.

I did a lot of research and information gathering after I had recovered from my heart attack. I have stated most of what I found in this article. Hindsight being 20/20 and all that, I wish I had known some of the things I know now when I was driving back from DC on that fateful day.

I also hope that the information available in this book may save a life or two.

However, once again I will caution you that these are my personal experiences and observations. These are not meant in any way, shape, or form to represent medical advice. If you have any heart ailments, or think you have heart ailments, SEEK and FOLLOW MEDICAL ADVICE given to you by licensed medical doctors.

Very few people have the "movie heart attack," where the pain is sudden and intense, and no one doubts what is happening.

Remember folks, it only happens in the movies – the world of make believe where the ‘star character’ is shot six times and feels better the next day with little or no medical care.

In real life, most heart attacks start slowly, with mild pain or discomfort. Often people affected are not sure what is wrong and wait too long before getting help.

Page: 1 of 2

The most common symptoms of a heart attack include the following:

• Pressure, a feeling of fullness, or a squeezing pain in the center of your chest that lasts for more than a few minutes.
• Upper body discomfort or pain in one or both arms, the back, neck, jaw, teeth, or upper part of the stomach
• Increasing episodes of chest pain
• Prolonged pain in the upper abdomen
• Abdominal pain or heartburn
• Shortness of breath
• Sweating
• Cold, sweaty skin
• Clammy skin
• Impending sense of doom
• Fainting
• Lightheadedness or dizziness
• Nausea and vomiting
• Unusual or unexplained fatigue
• Anxiety, nervousness
• Paleness or pallor
• Increased or irregular heart rate

Most heart attacks start as discomfort in the center or left side of the chest. This discomfort can feel like uncomfortable pressure, squeezing, fullness, or pain. The feeling can be mild or severe. Heart attack pain sometimes feels like indigestion or heartburn that often lasts for more than a few minutes and/or goes away and comes back. Moreover, the initial pain frequently isn’t very severe.

Please read the paragraph above carefully once again. Here’s the kicker folks - the initial pain generally goes away and it frequently isn't especially severe.

The pain from the heart attack may not be unbearably painful at first, permitting its victim to delay seeking treatment for as many as 4 to 6 hours after it first starts. Or, as it was in my case, almost 12 hours. By then, the heart may have suffered irreversible damage.

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End of Writing Sample 3

Writing Sample 4 --This is an extract from my book, Goals-Based Strategic Planning: ISBN – 1432723309. This style of writing is best suited for business documents and presentations.

What Is Strategic Planning

One of the most common misconceptions that I have heard repeatedly is the following: The only way for an organization to succeed is by creating and following a strategic plan.

Well folks, in my experience, this is not the case at all.I have seen and can recount many instances where an organization has succeeded for lengthy periods without having given any thought to strategy.

My friend and mentor (Mr. Name Omitted) has often said, “Even a rollercoaster will eventually arrive at its destination as long as it stays on its tracks.”

I am sure there are people out there that might enjoy a rollercoaster ride in business. Moreover, I am not saying there is anything right or wrong with conducting your business like a rollercoaster. Who am I to judge?

Personally, if I want a rollercoaster ride, I will go to a theme park. I DO NOT want my organization to run like a rollercoaster. I prefer my business to run in a stable fashion. I seek my thrills elsewhere. That’s just me!!!

PLEASE NOTE: For the purposes of this article, I am using the word ‘organization’ to define any group of people working towards a collective goal. This could refer to a team, a company, a non-profit organization, a military unit, a social club, etc.

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Managing Your Organization

There are four ways to manage an organization. Well, there are five! However, we will not count chaos as a means of managing so let us stick with four.

Managing By Crisis – This management style is typically characterized by an unclear strategy and ineffective operations. The organization keeps careening from crisis to crisis and usually implodes in the long-term.

These organizations usually have a very high-strung and often stressful work environment. Something is always wrong and there is always a fire to put out. I personally do not like this environment. However, some individuals and groups perform exceptionally well and sometimes thrive in such environments.

Managing By Dreams – A clear strategic mission and/or vision but ineffective operations typically characterize this management style. This approach usually works in the short-term.However, increasing competition makes long-term success doubtful.

These are usually the fun organizations and tend to have very idealistic principles. Moreover, I never discount the sheer force of will of the right dreamer or group of dreamers with the right idea at the right time. I have seen some of these organizations become wildly successful far beyond anyone’s expectations.

Managing Tactically – This management style is typically characterized by an unclear strategy but highly effective operations. This approach usually works and can appear to be successful in the short-term and sometimes in the long-term also. However, any sudden change in the internal or external environment can make survival difficult.

If the internal and external environments remain relatively unchanged, these organizations can survive and even flourish for long periods. In addition, some types of businesses require the adoption of a tactical approach to achieve success.

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Managing Strategically – This management style is typically characterized by a clear well-defined strategy and effective operations. Almost all operational decisions support the strategic direction of the organization. The organization plans for and achieves long-term success.

I am personally in favor of strategically managed organizations. Not that I am biased or anything, (wink! wink!), considering my core line of business. However, as a rule, these organizations generally tend to be consistent, well-organized, and well-run. They seem to possess the ability to achieve consistent growth and successes.

The Strategic Plan

In most organizations, the strategic planners and the senior leadership usually know much of what will go into a strategic plan even before beginning the strategic planning process. This statement applies to the operational (implementation) plans as well.

The development of a strategic plan helps to clarify the organization's plans and ensure that key leaders are all "on the same page" or “on the same sheet of music” or <insert your favorite cliché here>.

Three elements are critical to strategic planning. Any strategic planning effort must at minimum address:

• The organization’s interaction with its environment (internal & external)
  
• The allocation of resources including but not limited to capital, labor, and capacity.
  
• The long-term issues and/or short-term issues that have long-term consequence that the organization faces.
  

To accomplish the above successfully, the strategic planners and organizational leaders must have a comprehensive understanding of the internal and external entities that can influence the organization environment, and the nature of the interactions between the entities.

It also requires a comprehensive understanding of the SWOT with respect to the organization. SWOT refers to Strengths, Weaknesses, Opportunities and Threats. We will discuss SWOT in detail later in this article.

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End of Writing Sample 4