Towards your vision

Part 4 of 4

In the first 3 articles of this series, we talked about articulating your story, defining your vision and getting real about what stands in the way of your vision. And let’s be honest, the third step was absolutely the hardest.

It takes some emotional digging and a bit of hard reflection to be boldly honest about what stands in your way. But defining that – magic! Because now, you can focus your energy on moving towards the vision, by tackling your obstacles.

Strategy sets the direction for moving towards something. 

Step 4 in the Personal Strategy process is defining your strategies

Strategy is more process than goal, in that is sets the direction for moving ‘towards’ something, allowing one to discover the real nature of the path along the way. Without the strategic framework of directions, action can be scattered and piecemeal.

Strategies need to be aimed at your obstacles, rather than your vision. Too many plans fail because the strategies aim for the vision and fail to address the barriers. Focusing on the obstacles keep strategies related to the real things that are blocking your vision. The movement of an obstacle unlocks elements of your vision.

In the case of the person who is afraid of rejection and therefore selling their services, a strategy that they may consider (to move towards vision of being a ‘go to’ consultant) is to find speaking engagements, or partner with someone else so that less direct selling is needed. Another strategy may be to take a Dale Carnegie course, or a Selling Skills course in order to build skill to overcome the fear of selling.

Not every strategy is bold and new.

Often, strategies point to a new behaviour or attitude or activity. It’s important to recognize that in times of transition, some things that you are already doing need to be protected to support the more venturesome strategies.

Let’s get started on your personal strategy.

 

Favourite warm puppies

Part 3 in a series

So, now that you have articulated your story and defined your vision, now what?  There are so many things standing in your way, right?

It’s true. There are things standing in your way and that is the purpose of step 3 in your personal strategy process, the obstacles conversation.

Obstacles stand in the way of achieving your vision.

Obstacles are concrete manifestations that stand in the way of achieving our vision. They are about behaviours, actions and attitudes that inhibit us. Importantly, they are NOT someone’s fault, there is no blame to be assigned.

Obstacles are often artifacts of previous decisions or events, which can block the changes that we might need to make. Obstacles are utterly fascinating because we have real relationships with them. They tend to be our favourite warm puppies that keep us ‘distracted and poor’, in the words of Jo Nelson, ICA Associates.

Let me give you an example. I worked for a large national telco in the 2000’s. In the western offices, we had a favourite warm puppy called THE EAST. We fed and nurtured that puppy and every chance we got, we showed off our puppy. A change in the expense policy, well THE EAST is clearly trying to make our lives difficult. We are the fourth stop on a national town hall tour, well what can you expect from THE EAST? The Christmas party was cancelled because THE EAST thought pot-lucks were fun… and on it went. We worked very hard at building up THE EAST’s capacity to stand in the way of … something, nay everything.

The process of honestly and deeply defining root issues holding our obstacles in place is where opportunity lies. This is the thing to resolve in order to unlock our vision.

Once we articulate an obstacle, it is much easier to figure out what to do.

Another example: an individual has made a decision to become an independent consultant with a vision of being a ‘go to’ expert. One of her favourite puppies is ‘I don’t like selling’. A deeper dig into the root issues identifies a fear of being rejected by putting herself ‘out there’ which ultimately inhibits her ability to find new business.

The value in being coldly honest and stating the obstacle for what it really is (a fear), is that the obstacle can become concrete and genuine strategies for overcoming the obstacle can be developed.

If the obstacle isn’t clearly articulated and clearly defined, any efforts to overcome the perceived obstacle will be misplaced. If the obstacle isn’t addressed, achieving the vision will be much more difficult.

The obstacles discussion is a powerful stage in personal planning as it highlights where your energy will need to go in order to move towards your vision.

Let’s get started on your obstacles discussion.

 

 

 

What do you want?

Part 2 in a series

… “and in this box, I’d like you to write out personal vision statement

Is there anything more daunting? The prospect of filling that blankness with something deep, insightful or inspirational is overwhelming. It is soooo hard. Why?

It’s hard because this just isn’t how the  the brain forms new insights and it’s not how a creative process works.

Step 2 in a personal strategy process is to identify your vision.

The process that I use for a personal vision workshop is not rocket science, but it is highly effective. It works because it approaches a ‘vision’ statement from the bottom up, from the assembly of many ideas. It doesn’t ask for the big idea first.

Examine your data divorced from assumption.

A brainstorm mines your thoughts, desires and emotions for data points. Once the data points are assembled, they are examined without assumptions and in the context of other ideas that are also divorced from their assumptions. The next step is to look for the patterns and the deeper insight that the data point towards.

Brain science tells us that we form new ideas and new patterns when our brains are relaxed and able to form new neural pathways and knit old information together in new ways. This is one of the reasons we have our best thoughts in the shower first thing in the morning or when we’re out walking the dog.

Personal vision workshops create the opportunity to examine our own data points in a different context, in a relaxed and uncomplicated setting where new connections free to form and new relationships between ideas can be explored.

Where’s the value in spending time on personal vision?

By defining a personal vision, you create a frame from which to explore opportunities, evaluate options, create focus, eliminate distractions, and importantly, devise strategies for change and motion. If you can decide on your big picture aspiration, it is far easier to make smaller choices.

In a personal vision process, what matters most to you, in your complete life, will emerge.

You will define the pillars of your vision and an overall vision statement. Your pillars will be a reflection of the elements of your life that are most important to you. Often they include family, career, friends, learning, wellness and recreation.

My clients tell me they emerge inspired, excited, positively motivated, curious but firmly comfortable with their insights and discoveries. This is a great place from which to approach new chapters in your life, job hunting, big decisions or business opportunities.

Let’s get started on your vision statement.

 

 

 

Discover your story

Part 1 in a series

I can honestly say that I have worked hard at not dwelling on past events. I tend to believe that forward motion is really the only option. In that vein, I don’t support wallowing, navel gazing or blaming others for the present. I’m not an overly sentimental person.

 Why do I advocate a backward look as a starting place for a personal strategy

Whether we like it or not, we humans are powerfully influenced by our past. We are products of our experiences and our experiences often create patterns. Our patterns are worth understanding.

Being ourselves is a dynamic process and the process of relating to ourselves creates new awareness. At the risk of being overly complex, the Self is a verb. Self is in a constant state of action.

I could throw in some sage quotes like “those who cannot remember the past are condemned to repeat it”, but the point I’m making is that we need to articulate our patterns, understand our crunch points in life, recognize our highs and lows and tell the unfolding story of ourselves.

“What I believe to be true; my subjective knowledge. It is this image that largely governs my behaviour

There’s another deeper layer to our story and that is the images that govern us. Image theory says that what we believe about ourselves translates into behaviours; our images are held in place by values. Values are often deeply, deeply held. Sometimes we don’t realize even realize they are in place and potentially in need of an adjustment.

As an example, I was working with a client who has a deeply held image that being a good Dad is being home in the evenings. As we discussed possibilities for achieving his vision, we realized that this firmly held value of a Dad might need a re-frame. Can a good Dad also be the one who is at home in the morning or during the day?

Articulating our own story illuminates us. 

Articulating our own story honours ourselves. It provides an opportunity to illuminate and accept our ourselves, warts and all. In the language of Brene Brownwe accept our imperfections as gifts. And, importantly, we are set up to define our future. If we can tell our story now, is it easier to say what we want, and why we want it?

Reflection leave us open to new insights.

Reflective process seems to be rare in our always on culture. There’s so much shiny and new, why spend time on the past? We have so much going on, why stop to look back?

I have learned that the process of reflecting on data, divorced from assumption and presumption leaves us open to new insights. It is those new insights that can powerfully impact our future directions.

I am not a coach or a counsellor. I am a facilitator with a process that is as powerful at the individual level as it is at the group level. Contact me and let’s discover your story.

 

 

What if someone says something stupid?

February 2, 2016

He avoided eye contact, looked uncomfortable and squirmed in his chair, when I asked “How would you like to proceed?”

This wasn’t a cold call and I wasn’t a boss or an instructor asking pointed questions. I had been invited to a potential client’s office to discuss strategic planning. Our conversation was lively, engaged and with lots of shared ideas. And yet, when it came to taking a next step, the prospect was somewhat paralyzed. “I need to think about this” was his subdued response.

Bad salesmanship on my part?  Perhaps.  But I think something more complex was at play.

This person knows that he needs to put together a larger plan; he knows that he’s spending time in the urgent and unimportant and not getting to the important activity. He has an idea of what his future should look like and intuitively he recognizes that involving other people is worthwhile. And yet, he is… uncomfortable.

Where do you start? Who do you involve? If you involve people, do you raise expectations unreasonably? What if they aren’t the right people? What if they say stupid things? What if the discussion spins out of control? What if you get into the middle of it and don’t know what to do next?

What if .. what if.. what if….

I believe in the keep it simple mantra. A planning process does not need to be complex. It does need to be thoughtful. Here are my four key steps:

Step 1: Get clear on your why.  Why do you exist? What is the compelling, emotional reason that you get out of bed in the morning?  (please… do not say to make money or worse, add shareholder value… blech!)

Step 2: Dig deep to understand what stands in the way of achieving your why. These are often fundamental contradictions that are barriers to achieving your why.

Step 3: What do you need to do to address your barriers? What key strategies or big initiatives should you start that will address your fundamental contradictions?

Step 4:  What do you need to do in the next 3 months to implement your key strategies or big initiatives?  You can only eat the elephant one bite at a time.

OK, but who do I involve?

I believe that diversity of perspective is incredibly valuable, so I tend to advocate more minds, rather than fewer.  To get to ‘why’, involve your leaders, employees, suppliers, trusted advisors and key customers. You will be fascinated by their view. When tackling barriers and establishing strategies involve your leaders, key employees and trusted outsiders. Do not fear the outsider viewpoint, it will only add depth. When you start defining actions, make sure the people who are expected to execute are involved. No one likes being handed at to do list!

What if someone says something stupid?

It is extremely difficult for the leader of an organization to also lead a strategic planning discussion. Bring in a neutral party to lead the discussion. When you have what I like to call a ‘facilitative strategist’, stupid becomes wisdom and everyone benefits. Conversations stay productive and constructive.

What if we get stuck?

The facilitative strategist leading your process should have a robust understanding of a strategic planning process and should know where they are headed. In times of doubt, a discussion with the group about what’s next generally resolves those concerns.

What if we don’t like it after we get started?

The great thing about a strategic planning process is that you take it one step at a time and can re-evaluate direction after each step.

My advise to anyone fearing the planning process – find a facilitative strategist that you trust, look them in the eye and say – let’s pick a date! You will be pleasantly surprised at the energy and creativity that will result.

 

 

 

Reframe the problem

Aug 17, 2015

It turns out our parents were right. There really is more than one way of looking at a problem.  

Once someone perceives a problem in a certain way, it can be very difficult to see the problem in any other way. Past experiences and past brain patterns cause us to lock into a mode of thought. The expression “if all you’ve got is a hammer, everything looks like a nail” comes to mind.

Sam Kaner says that when tackling difficult problems most people reach conclusions quickly and are confident they have explored every solution option. Their expertise, past experience and frame of mind suggest that looking for alternatives is pointless and a waste of time (see a previous article “All fun is not Superficial for a small discussion on the corresponding brain activity)”. The idea that a problem can be reframed, that it can be considered from a different perspective and therefore dramatically shift their understanding is a significant shift for many people. It’s not a place they go to easily. 

A recent experience comes to mind that really illustrated this concept. A colleague was discussing an upcoming facilitation which was complex and looked difficult. They were being asked to look for cost reductions in a project that was well underway. We circled around the topic for a period of time, wrestling with the negative scenario, speculating on the level of automatic resistance that we would encounter. 

After a time, it was suggested that we re-frame the problem. Could we find another way we could look at this issue? Our thinking quickly shifted from the more negative ‘cost reduction’ to a more positive ‘project performance’ mode and the approach to the facilitation quickly emerged. I was reminded of the real value that comes from re-framing.

On a simplistic level., ‘our product won’t sell’ can be reframed as ‘we’re trying to sell our product to the wrong people’,  or ‘our employees are incompetent’ to ‘our employees don’t have enough time to do a quality job’, or ‘we don’t have enough money’ to ‘we haven’t figured out how to find new sources of money’. We instinctively do this when we’re trying to mediate between two people, kids, colleagues or employees.

So, if you find yourself stuck on a problem statement, and working with a group, consider the following steps: 

  1. State the perceived problem.  
  2. Brainstorm a list of ‘reframes’ of the problem.
  3. Discuss the implications of the possible reframed statements
  4. Decide on your next step 

You may be pleasantly surprised to discover that an alternative approach, option or solution is more evident than originally thought. 

For a more detailed discussion, check out The Facilitator’s Guide to Participatory Decision Making by Sam Kaner.  

          

Empathy and strategy… is such a thing possible?

Mar 9, 2015

Any person who has spent time in a corporate planning role becomes aware that strategic plans rapidly devolve to a number driven exercise, in order to populate a financial model. Anything people centric tends to end up on the cutting room floor, allegedly embedded in the numbers or dismissed as ‘discretionary’. The only ‘emotional’ aspect of the final output is the pressure to meet a deadline.

Recently, I facilitated a 2-day strategic planning workshop with a senior team whose organization had previously been acquired by a larger entity. Head office was now remote and communication barriers had emerged. Several years into the relationship frustrations were running high.

With a historical scan, we identified high points and low points, as well as key turning points over the last 20 years. When we named the time periods between turning points, we began to uncover some very real emotions: a period of vitality and energy; a period of transition and confusion; and a period of disappointment and frustration.

When the CEO stood up and acknowledged the disappointment on both sides of the relationship, the discussion shifted from blame to problem solving. It was a pivotal moment catalyzed by a brilliant display of emotional intelligence. The CEO demonstrated both empathy and optimism which in turn re-shaped the planning discussion, affirming my belief that there is room for empathy in a strategic planning process.