Change isn’t hard — inconsistent change is hard. In Change That Sticks, Brad breaks down why most transformations collapse after the first burst of motivation and how high performers build change that actually lasts. This episode dives into the six‑step framework that locks new behaviors into your identity instead of letting them fade into old habits.

Brad explores the mechanics behind commitment, friction, and follow‑through, showing how your brain responds to structure, clarity, and repetition. You’ll learn how to identify the exact behavior that needs to shift, design an environment that supports it, and build a feedback loop that keeps you moving forward even when discipline dips.

If you’re ready to stop starting over and finally create change that becomes part of who you are, Change That Sticks gives you the blueprint for transformation that doesn’t break under pressure.

Today we are looking at How to Use CHANGE to Overcome Personal Chaos.

If you're struggling to come up with an answer, you're not alone. And today, we are going to talk about why that is, what it's doing to you, and most importantly, what you can do about it. We're going to use every letter of CHANGE — Communication, Habits, Attitude, Network, Goals, and Education — to build you a real plan. A plan for protecting your peace, your focus, and your future, even when the world around you feels like it's spinning out of control.

Let us begin with an honest conversation about why most goals fail. Because I think understanding the failure patterns is the first step toward building a goal-setting practice that is genuinely different, more durable, and more effective. I have spent years studying this, thinking about it, and working through it in my own life — and there are a few patterns I see consistently.

The first failure pattern is setting goals based on outcomes you can not fully control. Someone sets a goal to get a promotion by March or land fifty new clients this year. These are outcome goals — and while there is nothing wrong with wanting those outcomes, making them your primary goal metric creates a problem. You can do everything right and still not get that promotion if the organization goes through a restructuring. You can run an excellent sales process and not land fifty clients if the market softens. When your goal is entirely dependent on external factors, you are setting yourself up for a sense of failure even when you performed brilliantly.