RSS
 

Archive for July, 2010

The BIG WHY

27 Jul

A colleague, and fast becoming a friend, challenged me with a great question – Why do I do what I do? What resonates with me, defines me uniquely, drives me, and fulfills me.

She suggested I read the book “Start With Why” by Simon Sinek before I jumped into developing an answer to the BIG WHY!

I downloaded the book immediately and started reading it intently. I want to share the results of my reflections.  I consider this a work in progress so this may change, but right now it feels right.  It resonates in me.  I am enlivened by my inquiry.  I am fully self expressed in this post.

Sinek’s book suggests you cannot invent your WHY.  You have to access your WHY by reflecting on your pass and seeing the themes in your life.  From these themes, you can access the WHY of what you do and how you do it.

In reflecting on my past, I saw the following themes playing out in my professional life.

  • Challenge and accomplishment – Creating and playing games worth playing.

 

  • Self development – Commitment to continually enhancing my leadership and management competency.

 

  • The development of others – Commitment to empowering others to act powerfully.

 

  • Creating extraordinary accomplishments/results through extraordinary teamwork.

 

Over time, I have come to believe, at the core of my being, that everything that happens in business, the invention of business models, strategies and processes, happens by people working with people.  The business system is designed by and maintained through the conversations people have or don’t have with other people.  While this is true at every level of the organization, it is especially impactful at the executive level. 

Assuming the executive team and other teams within the organization have the intellectual capacity to effectively run their business and respond to environmental changes, I believe what gets in the way of fully accessing the totality of their intellectual capacity is their fear of full self expression.  To be fully self expressed means, I am not withholding how I feel and think about issues, real time, face to face.  This full self expression releases the creative genius of the team because of the free interplay of ideas and concerns and keeps everyone in the conversation, authentically, until the AHAH is reached. 

Can it be this simple?  Yes, I think it is this simple, at the core.  If I am fully self expressed then you have access to my mind and creativity.  Anything I withhold is due to fear.  Drive out fear of self expression and the possibility of extraordinary creativity and innovation arises.  If I am in an environment where I am fully self expressed, then I will naturally become fully engaged and empowered.  Why? Because I am part of the system and I have a direct contribution to make to the system design and outcome.  I will make a big difference when I am fully self expressed compared to when I let myself be shut down.

Out of this reflection, I was able to access the essence of what gives purpose and meaning to my work and my life.

MY BIG WHY

  • I am passionate about seeing people in their full self expression.  My facilitation provides a roadmap for my clients to access their creative genius, increase innovation, productivity and business results.

 

  • I love working with clients who are enthusiastic and inspired about creating corporate excellence.  My contribution enhances their competitive strength with their people fully aligned, engaged and empowered. This alignment and cohesion bring a synergistic advantage in creating a thriving organization.

 

  • I enjoy enhancing the leadership capacity of individuals and teams to achieve their specific outcomes.

 

  • I am energized when I help clients create and realize their extraordinary future.
Share
 
 

Do you have or see meetings after the real meeting?

13 Jul

We live in language similar to how fish live in water. It is transparent to us. If we want to improve our conversations in a fashion as we discuss here on the Executive Perspective blog, you also need to understand the type of conversations that you are currently having within your team and organization.

  • Have you ever been part of an organization laced with politics?
  • Do you recognize the person who is not there to help the team agenda but is trying to push their own agenda?
  • Do you ever feel that you are not receiving the information you need to be successful at your position?
  • Do you participate in meetings where you or someone else is not saying everything, but are calling a smaller meeting after the meeting?



One common denominator in all these organizations is what we call ‘Inauthentic Conversations.’ In this conversation, you as the speaker are communicating certain things, but more importantly you are withholding other information that you should be sharing with the listener. The listener now cannot interact to that what you are not saying, has to make their own interpretation, and typically will withhold information themselves in their response.

These withheld conversations unexamined will not allow you to break through the cycle of politics, dysfunctionality or those meetings after the meeting. These withheld conversation represent an automatic and immediate break in trust. This will always impact employee performance, and hence organizational performance as illustrated in this recent study from Watson Wyatt.

What do you think the impact is of stopping the withheld conversations at your organizations?

Share
 

Using Authentic Speaking & Listening to Resolve Issues

11 Jul

Combining the Authentic Speaking Map with the Authentic Listening Map provides a powerful issue resolution process.

Share
 

Authentic Listening – Reflection & Questions

04 Jul

The final stages of the authentic listening process are checking out your understanding, and asking any questions that might be unanswered as a result of the speaking and listening process. The reason you want to check out your understanding is because you can never say what someone said, you can only say what you heard. A critical aspect of the authentic speaking and listening process is to respect the notion that in order to assure understanding you have to go through this reflection or feedback process.

As a listener, once you are clear that you’ve heard and understand what the speaker said you can either respond by starting your own speaking process or even ask questions. We leave the questions to the end because if the process is done correctly they should be very little if any questions. But if, for some reason, the listener did not get key information from the speaker this is the time to resolve any missing information. Our example, if as a listener you did not hear how the speaker felt about the situation or what the speaker wanted to do about the situation, this is the time to ask those questions.

The next set of posts will put the speaking and listening map together and show how they can be used as very effective conflict resolution tools. If people engage in open and authentic conversations, there should be very little energy around legitimate differences of opinion. Resolving differences should have the same emotional energy is pouring a cup of coffee. Unfortunately, when people do not speak openly and authentically, then conflict usually contains an emotional charge. This limits the ability to resolve conflict quickly, creatively and in such a way that maintains or enhances a relationship.

Share
 
 
Rss Feed Tweeter button Facebook button Linkedin button Youtube button
© Strategic Momentum 2001-2011 - All rights reserved