Jasper Journal 2019 Q3

JASPER 3RD QTR 2019

JOURNAL

JASPER Journal

ANNOUNCEMENTS Congratulations to Hector Archundia for winning a new Apple Watch.

He was entered in the raffle at the Catapult Health Screening Fair.

Thanks to everyone who participated.

SmartDollar is a proven resource to help you take control of your finances. Scan the QR code below to sign activate your free account!

The Jasper Journal is a quarterly publication from Jasper Ventures, Inc. 101 Glenda Street Whitehouse, TX 75791 903.939.1555 Editor-In-Chief Aaron Glover Content Editor Leslie Strader

Have you signed up for RightNow Media @ Work? This free video library has more than 20,000 videos on topics like leadership, parenting, and finances. It’s available on all your favorite devices. Scan the QR code below and activate your free account!

Contributing Editor Emily Davis Editorial Advisory Board Aaron Glover Melissa Winebarger Carrie-Ann Jasper-Yearty Leslie Strader Emily Davis Jim Newberg Dave Campbell Graphic Design Artists Aaron Glover Tre Davis 1

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ON THE COVER: Welders working hard in the newly expanded Pipe Shop at our Fabrication Facilities in Troup, TX. JasperVenturesInc.com

CONTENTS 3

award winners

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a point in time Kevin Strawbridge

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like father, like sons family spotlight: the glovers Carrie-Ann Jasper-Yearty

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midstream: the last 100 years Jon Jasper

12 department spotlight: process engineering Emily Davis

15 Forgiveness: Refuel + Refocus with ross strader Aaron Glover

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13 1st annual BASs tournament Melissa Winebarger

17 3 steps to take after failure Dave Anderson

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Jasper Ventures is pleased to recognize these employees for upholding the values of the company with excellence.

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Written by: Kevin Strawbridge Vice President of Strategic Planning

My work history began with accounting; I then moved to management consulting, and ultimately came to the corporate world. I progressed through several roles to eventually lead divisions and companies as either a president or CEO. I have faced challenges on multiple levels and shepherded teams and companies toward fulfilling goals and objectives. I anticipate putting all that experience to good use as we continue to grow.

What an honor it is to join the Jasper Ventures team! Jasper’s strong growth journey over the last few years makes it a great time to be here. I am humbled by the experience, passion, and drive of the team members I am working alongside, and look forward to working across the company leading Strategic Planning for Jasper Ventures.

First, a little about me: My amazing wife, Michelle, and I have been married almost 25 years. Because of her, I came to know the Lord in 1993 due to her faith and witness to me. We are blessed with three incredible children – our daughters, Landry (19) and Leighton (17), and our son, Layne (12).

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It is clear God has blessed this company over the last 27 years. In turn, the company has been a faithful steward of all that it has been given. In order to increase stewardship, the company has added the capacity of strategic planning.

All of us start each day with intentions, moving through the day ingesting and completing tasks, and end knowing more work lies ahead of us. Each day is a point in time, and our points in time are really part of the plan God has for all of us. To make each point in time more meaningful, our company must be thoughtful about aligning our plans to God’s plan.

We are strategic in our planning in order to have all our points in time accrue to longterm benefits personally, for our company, and for our community. And ultimately, all to the glory of God. We are at a defining moment in our JasperVenturesInc.com

company and, as Roy “Tin Cup” McAvoy said, “when a defining moment comes along, you define the moment... or the moment defines you.” We are defining our moment by embracing planning.

collection of a broad set of information, synthesizing it to find viable and sustainable solutions, and implementing change through communication, action, and coordination.

Jasper Ventures is now more intentional about building a plan of action to support our continuing growth. Growth is a good problem to have. But it is still a problem.

In our case, we are seeing hyper-growth, which is putting pressure on all points of our people, processes, and systems.

I have seen and experienced many businesses and situations, and hypergrowth is not uncommon. We will work through issues, create improvements, and drive our success over the long term.

To that end, a focus on stewardship is essential. A biblical worldview of stewardship is using and managing all the resources God provides for the glory of God and the betterment of all He has created. This means managing everything God brings into our lives in a manner that honors God and impacts eternity. Eternity is a long time, so we are planning long term.

As a company, we have proven we build great plants. As a team, we have shown the intent to continuously improve on what we have done and do better going forward. No big company started off big. Companies start small and then set about investing time, talents, and resources to grow and succeed.

I am excited that Jasper Ventures recognized what needs to be done and is following through on that. We will continue to grow; we will continue to see challenges and face those challenges.

I, together with our leadership, am committed to reducing the challenges over time. This will be an evolution, not a revolution. Change and growth are managed activities. This requires the JasperVenturesInc.com

The parable shared in Matthew 25:1430 sums this all up nicely. A master puts his servants in charge of his goods while he is away on a trip. Upon his return, the master assesses the stewardship of his servants. Traditionally, this parable is seen as an exhortation to Jesus’ disciples to use their God-given gifts in the service of God and to take risks for the sake of the Kingdom of God. We are all here to take the talents we have been given, plan to grow them, and give back more than that with which we have been entrusted. I plan to do all I can to help us all hear from the Master, “Well done, good and faithful servant! You have been faithful with a few things. I will put you in charge of many things. Enter into the joy of your master.”

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LIKE FATHER, LIKE SONS FAMILY SPOTLIGHT ON THE GLOVERS Written by: Carrie-Ann Jasper-Yearty Vice President of People

Mike Glover comes from a long line of draftsmen, so after serving in the Air Force, he went to night school to follow in his grandfather’s footsteps. In 2003, when the timing was right, Mike left what had been a secure job at a large local firm and joined EPC. Mike says at that time, it was “a small Mom and Pop.” He and Brenda, his wife of 41 years, felt that God had change planned for him and he needed to follow that plan. “I just knew I was supposed to be here,” Mike shared.

The following week, those that remained at his previous employer found out the company had been sold.

But 10 years later, Aaron joined the company, and Adam followed a few months after. Although their individual passions and pursuits led them to leave their original roles (Adam moved into leadership and Aaron into marketing and communications), one thing is clear: they agree their Dad inspired them with his strong work ethic and commitment to excellence.

And as they have watched their own families grow since becoming a part of the Jasper Ventures family, both sons hope to impart the same values to their children.

Mike’s sons, Adam and Aaron, were 18 and 15 when their father made this move, and neither of them could have known how that decision would affect their futures. Adam and Aaron chose their own career paths; when their journeys began, neither of them considered following in Dad’s footsteps.

In 16 years, Mike has seen a lot of growth as EPC became JV, looking less like the “Mom and Pop” he originally joined and more like the growing company it is today. He says he understands the industry has demanded that JV evolve as it has and that he‘s felt privileged to work with some of the best in the business.

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When asked how he has personally grown while working at JV, Mike said he has grown in his spiritual life, become more generous, and is more concerned about others. Mike is now considered as one of those industry legends and works diligently to be a model and encouragement to others.

His younger son Aaron serves as JV Marketing and Communications Coordinator, using his artistic talent and creativity to benefit the company internally and in the surrounding community. A lifelong learner, Aaron obtained both a bachelor’s degree in business and master’s degree in ministry, and is currently pursuing a Doctorate in Educational Leadership with a concentration in Ministry from Dallas Baptist University. When asked about growth, Aaron said, “I want everything I do to align with my faith. So I have found ways to integrate my faith in my work so JasperVenturesInc.com

as I connect with people here, I do so in the name of Jesus.”

Adam leads the administrative side of JV’s design and drafting team, which has allowed him to practice the leadership skills cultivated in Dave Anderson’s class. This class also lit a fire in him to want to do more at JV and opened his eyes to a different side of the business.

As a result, he is taking advantage of the company’s tuition reimbursement program and returned to school to complete the business degree he began years ago.

With a sense of pride, Adam states, “When you see leadership work hard, it inspires you to work hard. This isn’t just the Jasper’s company; it is our company.” Adam has seen those in leadership live out loving God and loving others and appreciates the opportunity to give back to a company that he feels has done so much for his family.

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Written by: Jon Jasper

Founder & Chairman of Jasper Ventures In last issue of The Jasper Journal, we saw that by 1919, the industry of producing natural gasoline from natural gas was in trouble with the major market for their product – the crude oil refineries. They were also in trouble with the major transporter of their product – the railroad industry.

On April 22, 1921, a group of 72 men, representing 31 companies, gathered in Tulsa to form a trade group that could address the quality and safety issues, which had almost resulted in the collapse of their young industry. The group was led

by W. M. Welch of Tidal Refining Company.

By 2:30 that afternoon, they had developed an organizational structure and bylaws for the Association of Natural Gasoline Manufacturers (ANGM).

By July 30, 1921, a tentative set of specifications for natural gasoline were adopted by ANGM. Over the years, the trade group developed increasingly improved specifications, standards, and test methods for their products through academic and industry research. In 1962, the name of the trade group was changed to Natural Gas Processors Association (NGPA), and in 1974, the name was shortened to GPA. It now goes by the name GPA Midstream.

The reason for the most recent name change in 2017 is because the industry had come to include the intrastate and interstate natural gas pipeline companies.

These companies transport the processed gas for the producers and/or the third party 9

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companies that gather and process (G&P) the gas for the producers.

Early G&P Improvements The large gas pipeline companies comprise a major portion of the Midstream infrastructure, but the history of that segment of Midstream is not covered in this article. The third party G&P companies took over many of the G&P duties for the producers, when most of the major integrated oil companies abandoned U.S. Exploration and Production opportunities in the early 1980’s.

The first improvement of the compression and cooling process to produce natural gasoline developed very early in the West Virginia and Pennsylvania oil fields. The Saybolt process was granted a U.S. patent on April 18, 1911, but after years of litigation, the courts ruled that the patent was invalid, and the Saybolt process (absorption oil process) was open for general use. The process became the bedrock of natural gas processing and refinery gas processing for the next 50+ years.

The absorption oil process utilizes a heavy hydrocarbon liquid (similar to diesel fuel) to absorb the natural gasoline (and eventually lighter hydrocarbons) from the natural gas at high pressure in an absorber vessel. It then separates the natural gasoline and lighter hydrocarbon components from the absorption oil in a distillation process at reduced pressure.

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Various modifications to the absorption oil process were made over the 50+ years that it ruled in the gas processing industry.

engineering-construction contractor for Coastal was Fluor Engineering, and the plant started operation in January 1964.

Most of the modifications involved utilization of external mechanical refrigeration, integrated into the absorption process, in order to increase the amount of ethane and propane recovery. By the 1960’s, the production of plastics was evolving in the United States, and the ethane and propane was a good feedstock for the new petrochemical plants being built mainly by the large integrated U.S. oil companies. Propane had also become popular as a fuel in rural America, where natural gas distribution systems were not available.

Coastal’s gas pipeline pressure at the gate of the power plant was 700 psia. After removal of the water, the inlet gas was precooled by heat exchange with cool lowpressure residue gas, and then the gas flowed through the expansion turbine, with pressure being reduced across the turbine to about 300 psia, resulting in the gas being cooled to very low temperature.

It became known as liquefied petroleum gas (LPG), or bottled gas. Thus, the early days of recovering natural gasoline from natural gas had developed into recovery of all the liquefiable components from the natural gas. The absorption oil process had become capable of recovering more than 99% of the propane and heavier components, while recovery of ethane was practically limited to recovery of about 6070%.

Progress Continues A new, less complex process for recovering liquefiable hydrocarbon components from natural gas was developed in the mid-60’s and early 70’s.

This innovative technology utilized a new machine called a turbo-expander. The first owner/operator to use the new process was Coastal States Gas Producing Company, who supplied fuel for the natural gas fired boilers in San Antonio’s Elmendorff electrical power generating plant. The JasperVenturesInc.com

Work was extracted from the gas stream because a compressor impeller was mounted on the other end of the shaft, on which the expander impeller (wheel) was mounted. The single stage compressor wheel provided a slight pressure boost (about 50-70 psi) of the low-pressure residue gas. Not only was the new expander process less complex, it also provided much higher ethane recovery than the absorption oil process, due to the very low temperature achievable with the expander.

Design ethane and propane recoveries in the first expander-based gas processing plant were 30% and 90%, respectively.

Since the residue gas from the plant was being used for fuel in the Elmendorff power plant, residue gas compression was not required in this first application of the new expander process. In most applications, the processed gas must be returned to the gas pipeline pressure, which can vary from 500 to 1,000 psig. Thus, the residue gas compression is a big portion of the overall installed price of the expander process.

New Ideas, New Design, New Standard As the expander plant design improvements increased through the rest 3RD QTR 2019 10

of the 60’s into the 70’s, skid mounting of the plants became very popular as a means of decreasing field construction costs and schedule. The pioneer in this new method of construction was Bill Randall, who had tried to talk the owners of his employer, Fish Engineering, into developing his idea of modular plants. Fish had been one of the leading suppliers of natural gas processing plants in the 50’s and 60’s. When they declined to utilize his idea, Bill Randall left Fish in 1972 to start his own company, The Randall Corporation.

The first modular plants were designed to process 10 to 40 MMSCFD of natural gas, and by the late 70’s, modular expander plants were being built with capacities up to 200 MMSCFD. At the same time, the petrochemical industry in the U.S. was growing, increasing the value of ethane.

Ethane recovery from the expander processing plants was improved to levels above 80% by the use of improved heat integration. Efficiency was also improved by the addition of mechanical refrigeration systems when required for natural gas having higher liquefiable hydrocarbon content than 3 gallons of ethane (and heavier components)/MSCF of inlet gas.

The technology of the expander process had changed very little from 1964 until 1978. In 1978, a new process was patented

by Loren Buck of Tulsa Pro-Quip, which utilized some of the hydrocarbon liquid produced in the expander inlet separator,

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as reflux to the demethanizer.

The demethanizer is one of the key pieces of equipment in the expander process.

It is used to separate (by fractionation) the ethane and heavier hydrocarbon components from the methane (the lightest and most prevalent component of natural gas). The Buck process was improved upon by the Ortloff Corporation by utilizing a portion of the expander inlet gas to produce reflux for the demethanizer. The U.S. patent for the new process was granted in 1981, and Ortloff referred to the process as the Gas Subcooled Process (GSP). A process flow schematic of the GSP design in its simplest form is shown below in Figure 1.

This process became the new standard for expander process plants. And by this time, the absorption oil processing plant was no longer being built in the United States gas processing industry, even though some of the legacy lean oil absorption plants continued to operate into the late 20th century.

Ortloff (now owned by UOP Honeywell) as well as other companies have continued to develop new processes designed to improve the fractionation between ethane and propane by various demethanizer refluxing schemes. However, the lion’s share of U.S. gas processing plants built since 1981 have utilized the GSP design. All plants designed and fabricated since 1994 by Veritas and its predecessor, EPC, have utilized the GSP design.

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Department spotlight

PROCESS ENGINEERING Written by: Emily Davis Accounting Assistant

What We Do Process Engineering is one of the few departments involved in the complete scope of a project for our customers. They are the think-tank that meets the needs of our clients. Much like the way a tailor crafts a perfectly fitted suit, our process engineers are tasked with customizing each natural gas processing plant that we build.

When provided with the initial gas compositions, they can transform the provided liquids and produce an optimal mix of sellable product to market.

Once the system has been tested and simulated for optimization, Process Flow Diagrams (PFDs) are created, which are the foundation for the Piping and Instrumentation Diagrams (P&IDs).

Once the diagrams are complete, other departments can begin their individual processes of gathering the necessary components to construct the plant.

During the fabrication and construction phases of the plant’s installation, process engineers may be called upon to assist with any concerns that arise, including client safety reviews, testing of the plant, or other installation issues.

Unforeseen occurrences happen along the way during a project that could require their attention and expertise.

Once the plant has been constructed and tested, process engineers will be on-site to assist with the start-up and commissioning of the plant.

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Our Impact on the Company Process Engineers serve in multiple roles within Jasper Ventures and with our customers. They are always the “beginning” of our entire operation when designing a processing plant. They also play an important part in providing technical information and analysis to the client during the fabrication and construction phases of building a plant.

Internally, they answers questions like, “Can this be done?” or “How can we do this?”

Our Impact with our Clients

When a client engages in purchasing a large piece of equipment, they often have several questions that require a skilled and educated answer. It is crucial for the client to have an established department they can to go that provides them with technical expertise in the field of processing natural gas. Our process engineers meet the challenges of delivering accurate and reliable answers to our clients.

Closing Thoughts

We are blessed to work with some of the brightest and most experienced process engineers in the industry. These masters of mathematics, chemistry, and engineering can meet the needs of our customers, designing a custom processing plant to meet their needs.

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Written by: Melissa Winebarger Beyond Business Manager

On Saturday May 23, while the sun was still hidden, Jasper Ventures’ employees along with family, friends, and vendors showed up at Lake Tyler to participate in the inaugural Jasper Ventures Big Bass Tournament. With all necessary gear on board, the 17 teams launched their boats into the dark waters to secure their favorite fishing hole before the official 6 a.m. first cast.

Sunrise brought with it high expectations for great memories, tireless volunteers, yummy food, funds raised, fish weighed, winners awarded, and smiles all around. Although it was early in the day, it was easy to see this first fishing tournament would be a success.

There was no shortage of help.

Volunteers quickly unloaded tables and chairs, setting up under the huge trees by the lake. The Starkey Smoker was fired up almost immediately to begin breakfast preparations. Vendor-donated raffle items were displayed for all to see with tickets sold throughout the day.

As the teams fished, the familystyle picnic area filled with employees, families, and a few furry friends. Some

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played serious games of corn hole while others mingled and helped with food preparations. George Starkey and others smoked sausage for the morning crew. They then laid the groundwork for George’s world-famous smoked bacon burgers, which were quickly devoured around lunchtime.

Each team returned with their five stringers, hopeful of bringing in the winning weight. Fish were flopping as the weigh-in began; everyone gathered around to see the outcome. The results were close!

Team Hope & A Prayer, made up of Jeremy Lightfoot and his son Hunter, came in first place with an overall weight of 15.07 pounds. The second place went to Get the Net with team members Andy Norman and Heath Ginn. Max Stillwell took home the third-place earnings. Our Big Bass winners were Dax Young and his dad, JP Young, with a bass weighing in at 9.68 pounds.

Thankfully, George was still smoking burgers and ready for the all the hungry fishermen after the weigh-in. While fishermen filled their bellies, raffle tickets were drawn for over 30 donated items.

Gift cards, coolers, fishing gear, and tools were among the many great prizes we awarded.

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The event officially ended with the raffle drawing for two Ruger rifles.

Congratulations to Shae Anderson and Dave Campbell, for winning the new guns! Although the event was over, most everyone hung around to help clean up, pack up, and fellowship.

This inaugural fishing tournament raised a little more than $5,000 for the Jasper Ventures Employee Restoration Fund, a fund for employees who face devastating circumstances and have exhausted all resources. Although we dread the day we have to use it, we are thankful to everyone who participated to help it come to fruition.

Solutions, Vinson Process Controls, TMS Delivery Inc., Reynolds Co., Profire, NGP, Crossbridge, Jots Rentals, Paint Etc., Emerson, Genesis Systems Inc., East Texas Consolidated, and Sullivan & Sons.

“How good and pleasant it is when God’s people live together in unity!”

Psalms 133:1

The fishing tournament committee is already excited about our next tournament in the spring of 2020. It was inspiring to see what Jasper Ventures families can do when we come together.

Thanks to every volunteer and everyone who participated. And a big thank you to John Lambert, the president chair, Shawn Forgy, our MC, George Starkey, world-famous burgers chef, and Lance Strickland for all their hard work and dedication to making sure this tournament/fundraiser was a success.

A HUGE thank you to our vendors.

Their support and donations contributed in a Big Bass Way! Tech Star, Hatfield & Co., LCM Industries, Setpoint Integrated

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Team Hope & A Prayer Jeremy Lightfoot and his son Hunter

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FORGIV

Refuel + Ref guest speaker Written by: Aaron Glover

Marketing & Communications Coordinator

One of the most difficult commands in the Bible is forgiveness. It is hard enough to ask for forgiveness when we wrong someone, but forgiving the person who wrongs us can seem intolerable. And Jesus’ teaching on forgiveness makes it seem downright impossible. But maybe that is the point.

In Matthew 18, Peter asks Jesus how many times he should forgive those who sin against him: “As many as seven times?” To the disciples’ astonishment, Jesus replied, “I do not say to you seven times, but seventy-seven times” (Matt. 18: 21-22).

Forgiving a person 77 times seems a bit outlandish at first, but Jesus makes His case by telling His disciples the parable of the unforgiving servant. In this story, a king decides to settle his accounts and meets with a servant who is impossibly indebted to him. Rather than selling the servant along with his family and all of his possessions, the king decides to forgive the man’s debt. This was an overwhelmingly generous act, as the servant’s debt

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was 10,000 talents – millions of dollars in today’s currency.

But then, Jesus says that same servant left the presence of the king and found a fellow servant who owed him a smaller debt of 100 denari (about four months wages). He choked the man and demanded payment, ignoring his fellow servant’s pleas for mercy.

The first servant put the indebted man in prison.

When the king heard of this, he summoned the first servant and condemned him. “You wicked servant! I forgave you all that debt because you pleaded with me. And should not you have had mercy on your fellow servant, as I had mercy on you?” (Matt. 18: 32-33). The king then delivered the unforgiving servant over to the tormentors.

The message of the parable is clear and difficult enough, but then Jesus presses the issue further by saying, “So also my heavenly Father will do to every one of you, if you do not forgive your brother from your heart” (Matt. 18: 35).

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VENESS

focus recap: r ross strader In response to such a teaching one might ask: What can I do to be more forgiving? But this is the wrong question. The question should be: What has Jesus done so that I can forgive more?

The Gospel writer Matthew offers an answer. In the Sermon on the Mount, Jesus begins with blessings for those who belong to the kingdom of heaven. Everyone listening would have been comforted by this introduction. But then Jesus’ words seem to take a turn.

The people knew that murder was a sin, but Jesus took it a step further and said, “everyone who is angry with his brother will be liable to judgment” (Matt. 5:21-22). He then said that even calling someone a “fool” is punishable by the hell of fire.

And, a person with lustful longing is just as guilty as one who commits adultery. Jesus said that you must love your enemies, be perfect as God is perfect, and forgive or you will not be forgiven!

The crowd was astonished. The requirements to enter the kingdom of heaven seem far too lofty for anyone to meet. How could anyone ever live up to such standards?

We see the answer in the verses following Jesus’ sermon. Matthew takes a moment of despairing

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impossibility and turns it into an act of love so great any reader could walk away with total assurance of God’s love and forgiveness.

As Jesus comes down from the mountain, a leper (an unclean outcast) comes to Him and falls to his knees saying, “Lord, if you will, you can make me clean” (Matt.

8:2). Without hesitation, Jesus lovingly stretched out His hand and touched him, “I will; be clean.” And immediately the man was cleansed” (Matt. 8:3).

In the same way He cleansed this leper, He has cleansed you and forgiven you. 1 John 1:9 says, “If we confess our sins, he is faithful and just to forgives us and cleanse us from all unrighteousness.” Like the leper, we fall before God begging for mercy, with nothing to offer Him in return. It is through faith in what Jesus alone has done that God completely forgives us. Not only does He forgive us, but He also loves us and makes us His children!

It is not something that you can do, it is what Jesus has already done that enables you to freely forgive and love others.

What has Jesus done so that I can forgive more?

He has completely and lovingly forgiven you. Now you can go and forgive others.

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Written by: Dave Anderson Author of Becoming a Leader of Character So Plan A didn’t work. What are you going to do? Failure is not the end of the road; it is just a pit stop on the way to success. But, what should you do on that pit stop?

First off, bravo! At least you were willing to fail! Being willing to fail takes courage.

There are far too many people who let the fear of failure keep them from trying anything outside their comfort zone.

But you have failed. You might be dealing with a variety of emotions – disappointment, anger, or even embarrassment. Those emotions may not even be coming from you; they could be coming from a boss or someone you care about at home.

So what do you do now? It’s time to take advantage of the pit stop.

The Three Step Pit Stop after Failure In NASCAR or Formula One racing, pit stops are used to evaluate the condition of the vehicle, communicate with the pit crew, and refuel. We can do that when we fail as well.

1. Evaluate The first step we all need to take after a failure is to look in the mirror. Playing the blame game – where we focus our attention on circumstances or other people – will stunt our growth. When we avoid responsibility and shift blame, we are basically abdicating our duty to learn from our mistakes. Use these questions to help guide honest reflection on yourself and the situation: • What could I have done differently?

• What did I not foresee or prepare for?

• Were there any warning signs?

2. Communicate Most of our failures do not occur in a vacuum. Other people were involved or at least observing us before things went

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wrong. They might even have faced similar challenges or are directly affected by the outcomes. Think about: • Who has been in my position before?

What can I learn from them?

• Did I ignore advice? To whom do I need to humble myself and ask for their counsel now?

• Who on my team (at work or at home) can help me regroup and find new strategies?

3. Refuel We need to see this failure as temporary. It is an opportunity to regroup and move forward with what we learned from the failure. Having a growth mind set means understanding that failure is necessary for growth. So the failure part is taken care of! Now it is time for the growth! From here, you can: • Find new perspectives to fuel your growth.

usually involves failure. Setbacks are a critical part of the learning process.

Does failure cause pain and discomfort? Heck yeah! But growth is never comfortable. That’s why they are called “Growing Pains”!

To run the race laid out for us and run it well, we must be willing to take advantage of the pit stops. We must be willing to Evaluate, Communicate, and Refuel.

Then we must get back into the race.

We can’t compete – let alone win – in life if we stay in the “pit” and refuse to get back on track. Failure is only a temporary stop. The race is still going on.

Making a pit stop does not determine our success. But what we do with that pit stop does.

Question: What else do we need to learn from failure?

• Find new tools to implement because your current tools didn’t work.

• Commit to Plan B. And if that doesn’t work, commit to not stopping until you hit Plan Z. The Bottom Line: If we think we can get where we want to go in life without experiencing failure, we are delusional. Everything worth having JasperVenturesInc.com

To learn more about Dave’s book and leadership coaching, visit his website at www.becomingaleaderofcharacter.com.

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We strive to do things right the first time

We are devoted to honest and transparent business practices We cultivate a spirit of service toward one another, our clients, and community

We promote creative thinking, imaginative solutions, and continuous learning

We address needs and react quickly We encourage every employee to think like an owner

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Jasper Ventures, Inc. 101 Glenda Street Whitehouse, TX 75791

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