I was shocked and dismayed to realize it has been three months since my last blog. Since it was one of my intentions (I don't call them resolutions) to blog weekly in 2012, I fell short of the desired goal. As I thought about this, I realized the importance of understanding my top priorities when setting intentions. We always do those things that are of highest priority.
As you begin this new year, what are your top three priorities for the life you want to live? What is the inspired right action you can take now to ensure those priorities are front and center? Celebrate what you did accomplish, have gratitude for the year gone by, and forgive yourself for those intentions that did not fully realize. The good news is we get to choose the life we want to live!
I can't guarantee I will blog every week in 2013. However, there will be times when I will feel inspired to share. Be clear about your life priorities and let them guide you. Have a joyful and prosperous new year!
Friday, January 4, 2013
Friday, October 5, 2012
How Conflict Grows
I recently mediated in an organization where the conflict had been brewing for 14 years. We successfully navigated through it, developed a specific Memorandum of Understanding, and brought resolution to longstanding issues. However, during the course of the mediation it was evident that powerplays and walk-aways had kept the conflict going.
Dan Dana, Founder of the Mediation Training Institute has written two books, Managing Differences and Conflict Resolution. He discusses both powerplays and walk-aways in his books. Powerplays are a form of coercion. The purpose is to ensure safety by defeating the adversaries (Conflict Resolution, p. 49). They represent our "fight" response. Powerplays include:
Which do you utilize in conflict with others?
Dan Dana, Founder of the Mediation Training Institute has written two books, Managing Differences and Conflict Resolution. He discusses both powerplays and walk-aways in his books. Powerplays are a form of coercion. The purpose is to ensure safety by defeating the adversaries (Conflict Resolution, p. 49). They represent our "fight" response. Powerplays include:
- Getting others to take sides
- Undermining a person's reputation
- Pre-empting (getting there first)
- Threatening
- Shouting
- Hostile Gestures
- Avoiding personal contact
- Withdrawing
- Witholding Information
- Not returning messages
- Silent treatment
- Writing email messages instead of talking
- Delay giving required support
Which do you utilize in conflict with others?
Friday, September 28, 2012
Theory U: Part 2
Earlier this month I introduced the concept of Theory U. We discussed the listening that is required to find new solutions to complex problems. In addition to listening differently, we must also have different conversations that will allow those solutions to emerge.
C. Otto Scharmer identifies four levels of conversations. They are as follows:
C. Otto Scharmer identifies four levels of conversations. They are as follows:
- Downloading: In this type of conversation, an individual rarely says what is on her/his mind. It is polite conversation. It prevents individuals and teams from talking about what is really happening. When asked how you are, the response "I am fine" is downloading. This conversation simply reenacts existing rules and phrases.
- Debate: Participants speak their minds. She or he are willing to take a different stand or point of view which may challenge the dominant view. Debate is often used as a tool to beat the opponent.
- Dialogue: In this type of conversation, individuals listen more carefully and move away from debate. It involves inquiry into the other(s) views/positions. It relates to Stephen Covey's habit of "seek first to understand, then be understood". It is appreciation for the other person's perspective.
- Presencing: This stage of conversation provides a deeper connection to the essence of our work and who we are. Collectively, participants find common ground, solutions, and have a deep sense of purpose. There is an irrevocable bond that exists between the parties involved in presencing.
Friday, September 7, 2012
Theory U: Part I
Once in awhile I read a book that really impacts me at a deeper level. Theory U by C. Otto Scharmer is such a book. Organizations are faced with a complexity of issues. Scharmer addresses how to find the solutions for these issues.
Listening and where we focus our attention is key. There are four levels of listening he has identified as follows:
Where do you find yourself listening most often?
Listening and where we focus our attention is key. There are four levels of listening he has identified as follows:
- Downloading: How many times have you been in a conversation and said to yourself, "I have heard this all before?" This type of listening reconfirms our habitual judgements, or what we already know.
- Factual: In this type of listening we turn off the voice of judgement that is present in downloading. We pay attention to the facts and information we do not already know. We ask questions and listen to the answers. It is the basic listening mode of good science and is focused on the facts.
- Empathic: We listen from the other person's perspective. We see the world through her/his eyes. In order to do this we must have an open heart and feel as the other person does.
- Generative: In this type of listening we are changed by the conversation. We are more present and authentic. It is listening from the emerging field of future possibilities.
Where do you find yourself listening most often?
Friday, August 3, 2012
What Do the Olympics Show Us About Leadership
I have been watching the Olympics this week. It has been exciting to see Michael Phelps become the most decorated Olympian of all time. Or to watch Gabby Douglas who almost quit gymnastics at one point, go on to win the Gold medal in the women's all around gymnastics competition. Then there is the women's rowing team who repeated and won a gold medal in this Olympics.
What do successful leaders have in common with these Olympians? First, they are focused and committed. They know where they are going and take the necessary steps to get there. Although there may be disappointments and setbacks along the way, the successful leader keeps on going.
Secondly, successful leaders seek the necessary support from peers, employees, family members and friends. As an executive coach, I know the importance of continued growth and development for leaders today!
Third, there is a degree of humility and gratitude for the success they have had. They give credit where credit is due and avoid taking their success for granted. The successful leader understands she/he is only one part of the entire equation. It usually involves a team of individuals working together.
There are many more parallels that can be drawn between successful leaders and the Olympians we have been watching this week. It would do well for us to learn about leadership from these Olympians.
What do you think are the characteristics of the most successful leaders?
What do successful leaders have in common with these Olympians? First, they are focused and committed. They know where they are going and take the necessary steps to get there. Although there may be disappointments and setbacks along the way, the successful leader keeps on going.
Secondly, successful leaders seek the necessary support from peers, employees, family members and friends. As an executive coach, I know the importance of continued growth and development for leaders today!
Third, there is a degree of humility and gratitude for the success they have had. They give credit where credit is due and avoid taking their success for granted. The successful leader understands she/he is only one part of the entire equation. It usually involves a team of individuals working together.
There are many more parallels that can be drawn between successful leaders and the Olympians we have been watching this week. It would do well for us to learn about leadership from these Olympians.
What do you think are the characteristics of the most successful leaders?
Friday, July 27, 2012
The Benefit of Conflict Resolution
We all know that unresolved conflict costs organizations an astronomical amount of money every year in lost productivity, time, wages and poor working relationships. If that is the case, what prevents organizations from investing the money to resolve it?
Mediation is powerful (I prefer to call it facilitating conversations as it doesn't have all the legal implications). I recently facilitated a conversation with employees that had long term, ongoing conflict. It was amazing to see how the individuals worked through the conflicts and were able to resolve some longstanding issues. Today I am going to provide a short course on how to mediate or facilitate conflict.
It begins with individual interviews to set the tone. In addition to establishing operating principles, there is a discussion of power plays and walk-aways (MTI). Each individual is interviewed to determine her/his perspective, commitment to resolving the issues and potential solutions for doing that. Most often in long term conflict, the issues are multi-faceted. It is imperative the parties understand the facilitator role is not to resolve their issues, but rather to keep the conversation going until they do.
With the interviews complete it is time to bring both parties together. An initial three hour session with more time alloted as needed seems to work well. The following process developed by Judy Mares of Mares-Dixon Associates provides the necessary structure for the conversation:
The final step to ensure success is follow up. Select a time in the very near future to meet with the parties and review the "Memorandum of Understanding". This is critical to ongoing success.
It takes planning, preparation and practice to facilitate those conflict conversations. However, with the appropriate process and belief it will work the results are astounding!
How do you mediate/facilitate conflict in your organization?
Mediation is powerful (I prefer to call it facilitating conversations as it doesn't have all the legal implications). I recently facilitated a conversation with employees that had long term, ongoing conflict. It was amazing to see how the individuals worked through the conflicts and were able to resolve some longstanding issues. Today I am going to provide a short course on how to mediate or facilitate conflict.
It begins with individual interviews to set the tone. In addition to establishing operating principles, there is a discussion of power plays and walk-aways (MTI). Each individual is interviewed to determine her/his perspective, commitment to resolving the issues and potential solutions for doing that. Most often in long term conflict, the issues are multi-faceted. It is imperative the parties understand the facilitator role is not to resolve their issues, but rather to keep the conversation going until they do.
With the interviews complete it is time to bring both parties together. An initial three hour session with more time alloted as needed seems to work well. The following process developed by Judy Mares of Mares-Dixon Associates provides the necessary structure for the conversation:
- Share views and concerns
- Summarize views and concerns (facilitator does this)
- Develop an agenda of issues
- Explore issues in depth
- Generate options for resolving issues
- Evaluate options
- Reach Agreement
- Follow Up
The final step to ensure success is follow up. Select a time in the very near future to meet with the parties and review the "Memorandum of Understanding". This is critical to ongoing success.
It takes planning, preparation and practice to facilitate those conflict conversations. However, with the appropriate process and belief it will work the results are astounding!
How do you mediate/facilitate conflict in your organization?
Friday, July 13, 2012
Book Review: Steve Jobs Biography
I recently read Steve Jobs' Biography by Walter Isaacson. Since I have not followed his career, it was an eye opening view into his life. The book is well researched and gives a well rounded look at this extraordinary man.
Steve ranged from tyrannical, dictatorial and mean to a man who was brilliant, visionary and brought ideas to fruition. He had the uncanny ability to bring the right people together to get the job done. It chronicled his early days with Steve Wozniak and the creation of Apple to his battle with pancreatic cancer in the end.
Throughout the book they talk about Steve's reality distortion field. Bud Tribble at Apple coined this phrase, originally from Star Trek, in 1981 to describe him. Steve had the ability to convince himself and others around him to believe almost anything. Often, he created a seemingly impossible deadline for his employees to complete a project. To their chagrin, the project often was completed on time.
Although brilliant, he carried his own emotional baggage. He was adopted at birth and upon realizing the implications of this a little later in life he had abandonment issues. I highly recommend reading this book. It was a fascinating biography into a fascinating man!
Steve ranged from tyrannical, dictatorial and mean to a man who was brilliant, visionary and brought ideas to fruition. He had the uncanny ability to bring the right people together to get the job done. It chronicled his early days with Steve Wozniak and the creation of Apple to his battle with pancreatic cancer in the end.
Throughout the book they talk about Steve's reality distortion field. Bud Tribble at Apple coined this phrase, originally from Star Trek, in 1981 to describe him. Steve had the ability to convince himself and others around him to believe almost anything. Often, he created a seemingly impossible deadline for his employees to complete a project. To their chagrin, the project often was completed on time.
Although brilliant, he carried his own emotional baggage. He was adopted at birth and upon realizing the implications of this a little later in life he had abandonment issues. I highly recommend reading this book. It was a fascinating biography into a fascinating man!
Friday, June 15, 2012
Transitions
We are constantly going through change and transition, both personally and professionally. It is said change is inevitable. One of my favorite resources for this topic is William Bridges' book Transitions; Making Sense of Life's Changes. It has helped me navigate through multiple periods of change and transition.
Bridges describes change as situational and transition as psychological. Transition is the inner reorientation and self-redefinition that we go through to incorporate changes into our lives. "Without a transition, a change is just the rearrangement of furniture" (Bridges, xii).
There are three distinct phases to transition as follows:
Bridges describes change as situational and transition as psychological. Transition is the inner reorientation and self-redefinition that we go through to incorporate changes into our lives. "Without a transition, a change is just the rearrangement of furniture" (Bridges, xii).
There are three distinct phases to transition as follows:
- Ending: This must be dealt with if we are to move on to whatever comes next in our life. Endings consist of five aspects to include disengagement, dismantling, disidentification, disenchantment, and disorientation (109).
- The Neutral Zone: This often is the most difficult stage, and the one we want to either fast forward or reverse. It may represent a time of emptiness, or feelings of being lost (133). It may feel unproductive, although underneath the surface there is much happening. It is a time of letting go.
- New Beginning: The change and renewal occurs with the deconstruction of the structures and outlooks of the old life (157). When we are ready for the new beginning a new opportunity will arise.
Friday, June 8, 2012
Innovation and Creativity
I recently heard Glenn Karwoski speak. He is managing director of Karwoski and Courage and teaches innovation and creativity to corporations. He knows how to help organizations make creativity and innovation actionable.
To see and think differently is simple and not easy. Glenn suggests creating an innovation team. In order to do that, ask and answer the question, to whom did I write my 10 biggest checks. Make those individuals a part of the team. Include vendors and partners that will help with the business. Manage the process as follows:
To see and think differently is simple and not easy. Glenn suggests creating an innovation team. In order to do that, ask and answer the question, to whom did I write my 10 biggest checks. Make those individuals a part of the team. Include vendors and partners that will help with the business. Manage the process as follows:
- Clarify why the team is working together.
- Make operating guidelines explicit.
- Create an agenda and send ahead of time.
- Depersonalize conflict by creating norms and uderstanding the differences of team members.
- Encourage wild ideas.
- Go for quantity
- Build on ideas.
- Allow one idea at a time.
- Hold one conversation at a time.
- Avoid judgement.
Friday, May 25, 2012
Friday, May 11, 2012
Organizational Sustainability
This week I had the opportunity to hear Alan Atkisson speak of the Atkisson Group. Alan has been a subject matter expert in the area of sustainability for over 24 years. Currently based in Sweden, his client list includes Nike, Puma, Toyota, Levi Strauss, Ernst and Young and many more.
Alan had three key messages for the audience. They are as follows:
Sustainability is a critical issue for the 21st Century. For more information contact robertaf@atkisson.com.
What is your organization doing to become more sustainable?
Alan had three key messages for the audience. They are as follows:
- Sustainability has become profoundly mainstream in the last 10 years.
- Sustainability has gotten SERIOUS. The stakes are higher than ever.
- Sustainability is transformational. It is becoming more embedded in the formal thinking and design of an organization. Resources are now allocated and positions created that focus on this topic.
Sustainability is a critical issue for the 21st Century. For more information contact robertaf@atkisson.com.
What is your organization doing to become more sustainable?
Friday, April 20, 2012
Trust the Process
This week I had the opportunity to facilitate the first of two planning sessions for a client. Diverse individuals came together to discuss where they were going as an organization. The conversation was rich and resulted in a clear direction. Guided by their values, vision and mission, it was amazing to observe the process.
One of the things I have learned in my over 20 years of coaching and consulting, is to trust the process. This intention will make the difference between a successful and unsuccessful outcome(s). The following suggestions will also help:
1. Set an intention to trust the process.
2. See yourself in partnership with the client. The process is a collaboration.
3. Establish operating principles for the group process. I utilize four adapted from the book The Fourfold Way by Angeles Arrien. They are show up, speak the truth, listen to what has heart and meaning and be open to outcome.
4. Determine what pre-work, if any needs, to be completed prior to the session. This optimizes the time spent with the group.
5. Complete each session with a temperature check (how do you feel about the process) and one take-away.
6. As the facilitator, keep the ego and any personal agendas out of the process.
Trust the process may be a cliche. However when it comes to working with groups, it is critical to a successful outcome. How well do you trust the process in your organization?
One of the things I have learned in my over 20 years of coaching and consulting, is to trust the process. This intention will make the difference between a successful and unsuccessful outcome(s). The following suggestions will also help:
1. Set an intention to trust the process.
2. See yourself in partnership with the client. The process is a collaboration.
3. Establish operating principles for the group process. I utilize four adapted from the book The Fourfold Way by Angeles Arrien. They are show up, speak the truth, listen to what has heart and meaning and be open to outcome.
4. Determine what pre-work, if any needs, to be completed prior to the session. This optimizes the time spent with the group.
5. Complete each session with a temperature check (how do you feel about the process) and one take-away.
6. As the facilitator, keep the ego and any personal agendas out of the process.
Trust the process may be a cliche. However when it comes to working with groups, it is critical to a successful outcome. How well do you trust the process in your organization?
Friday, April 6, 2012
The Value of 360 Feedback
Assessment is a critical piece to beginning an executive coaching assignment. One form of assessment is a 360 feedback instrument that gathers data from boss, peers, direct reports and self. The data is compiled into a report and presented to the individual being coached. I have been using a 360 feedback tool for over 15 years.
There has been much written about the value of this instrument. I believe this tool provides great value if positioned well. It is instrumental in helping the executive grow and develop as a leader. Let me offer some suggestions when utilizing this tool:
1. Clearly explain the purpose of the 360 feedback tool.
2. Educate the appropriate parties on the benefit of the instrument.
3. Stress the importance of the feedback for continued growth and development.
4. Provide a sample report.
5. Provide a sample letter that can be sent to all respondents explaining the purpose and the value to the individual.
6. Stress the confidentiality of individual responses (with the exception of boss).
7. Allow a minimum of 60 minutes (usually 90) to review the results with the coachee.
8. Ask open-ended questions to allow her/him to interpret the results.
9. Provide additional feedback, when necessary.
10. Use the information to determine additional goals to be addressed through the coaching process.
As for sharing the results with the coachee's supervisor, I believe it is really the responsibility of the individual, not the coach, to provide the information. However, the coach may be present to support the individual in sharing the results.
At times, we all need feedback. The 360 feedback instrument is one way to provide that feedback, particularly in a coaching situation.
How has a 360 feedback tool been utilized in your organization?
There has been much written about the value of this instrument. I believe this tool provides great value if positioned well. It is instrumental in helping the executive grow and develop as a leader. Let me offer some suggestions when utilizing this tool:
1. Clearly explain the purpose of the 360 feedback tool.
2. Educate the appropriate parties on the benefit of the instrument.
3. Stress the importance of the feedback for continued growth and development.
4. Provide a sample report.
5. Provide a sample letter that can be sent to all respondents explaining the purpose and the value to the individual.
6. Stress the confidentiality of individual responses (with the exception of boss).
7. Allow a minimum of 60 minutes (usually 90) to review the results with the coachee.
8. Ask open-ended questions to allow her/him to interpret the results.
9. Provide additional feedback, when necessary.
10. Use the information to determine additional goals to be addressed through the coaching process.
As for sharing the results with the coachee's supervisor, I believe it is really the responsibility of the individual, not the coach, to provide the information. However, the coach may be present to support the individual in sharing the results.
At times, we all need feedback. The 360 feedback instrument is one way to provide that feedback, particularly in a coaching situation.
How has a 360 feedback tool been utilized in your organization?
Friday, March 30, 2012
Designing a Dispute Resolution System
According to the Mediation Training Institute (MTI), exit interviews revealed that chronic, unresolved conflict is a decisive factor in 50% of all employee departures. Additionally, a study of practicing managers showed that 42% of their time was spent reaching agreement with others when conflict occurred (Watson and Hoffman). These two statistics alone reveal the cost of conflict to organizations in loss of personnel, productivity, and overall effectiveness.
How do organizations begin to address these costs? The answer can be found in designing a dispute resolution system. A well-designed system prevents, identifies and resolves conflict. It is comprehensive and provides earlier resolution of issues. It provides employees with multiple options and access points for conflict resolution.
There are seven steps to the design process as outlined by Mares-Dixon & Associates as follows:
Step I: Provide a proposal that defines the scope of work.
Step II: Form the design team and develop the plan.
Step III: Conduct a situational analysis and develop a diagnosis.
Step IV: Redesign an existing system or design a new system.
Step V: Develop support for the new system.
Step VI: Implement the new system.
Step VII: Operate and Evaluate the new system.
Although designing a dispute resolution system requires a commitment of time, energy and money it is well worth the long term benefits. The system empowers employees to resolve conflict on their own, and provides additional support and alternatives when they cannot.
Dr. Tony Picchioni, the Director of the Dispute Resolution Program at SMU once said, "Peace is not the absence of conflict. It is managed conflict. How well is your organization managing its conflict right now?
How do organizations begin to address these costs? The answer can be found in designing a dispute resolution system. A well-designed system prevents, identifies and resolves conflict. It is comprehensive and provides earlier resolution of issues. It provides employees with multiple options and access points for conflict resolution.
There are seven steps to the design process as outlined by Mares-Dixon & Associates as follows:
Step I: Provide a proposal that defines the scope of work.
Step II: Form the design team and develop the plan.
Step III: Conduct a situational analysis and develop a diagnosis.
Step IV: Redesign an existing system or design a new system.
Step V: Develop support for the new system.
Step VI: Implement the new system.
Step VII: Operate and Evaluate the new system.
Although designing a dispute resolution system requires a commitment of time, energy and money it is well worth the long term benefits. The system empowers employees to resolve conflict on their own, and provides additional support and alternatives when they cannot.
Dr. Tony Picchioni, the Director of the Dispute Resolution Program at SMU once said, "Peace is not the absence of conflict. It is managed conflict. How well is your organization managing its conflict right now?
Friday, March 23, 2012
What Do You Value???
This week I had the opportunity to work with a client on developing the organizational values. It was an amazing experience to facilitate and watch a diverse group of individuals come together, and in a very short time identify and define their top values.
In the book by James Collins and Jerry I. Porras, Built to Last; Successful Habits of Visionary Companies , the authors stress the importance of developing three to six core values. Core values are defined as "the organization's essential and enduring tenets-a small set of general guiding principles; not to be confused with specific cultural or operating practices; not to be compromised for financial gain or short-term expediency (Collins and Porras)".
Research has revealed when a congruence exists between individual and organizational values there is a significant payoff for leaders as follows (Kouzes and Posner):
-Their revenue grew more than four times faster.
-Their rate of job creation was seven times higher.
-Their stock prices grew twelve times faster
-Their profit performance was 750% higher.
It is evident that clearly articulating values is critical to an organization's success. However, there is more to identifying and defining values. The organization must also communicate and live those values on a consistent and ongoing basis. Ultimately, every decision is measured against those very values.
In closing, Visionary Company's do not ask, "What should we value?" But instead, "What do we actually value deep down to our toes (Collins and Porras)?"
What does your organization value deep down to its toes?
In the book by James Collins and Jerry I. Porras, Built to Last; Successful Habits of Visionary Companies , the authors stress the importance of developing three to six core values. Core values are defined as "the organization's essential and enduring tenets-a small set of general guiding principles; not to be confused with specific cultural or operating practices; not to be compromised for financial gain or short-term expediency (Collins and Porras)".
Research has revealed when a congruence exists between individual and organizational values there is a significant payoff for leaders as follows (Kouzes and Posner):
-Their revenue grew more than four times faster.
-Their rate of job creation was seven times higher.
-Their stock prices grew twelve times faster
-Their profit performance was 750% higher.
It is evident that clearly articulating values is critical to an organization's success. However, there is more to identifying and defining values. The organization must also communicate and live those values on a consistent and ongoing basis. Ultimately, every decision is measured against those very values.
In closing, Visionary Company's do not ask, "What should we value?" But instead, "What do we actually value deep down to our toes (Collins and Porras)?"
What does your organization value deep down to its toes?
Friday, February 24, 2012
Quote for the Day
Occassionally a powerful quote can say more than a well written blog. There is a quote by Benjamin Disraeli that reminds me to be vigilant in my thinking as follows:
"Nurture your mind with great thoughts, for you will never go higher than you think."
What thoughts are preventing you from developing your full potential?
"Nurture your mind with great thoughts, for you will never go higher than you think."
What thoughts are preventing you from developing your full potential?
Thursday, February 16, 2012
Leadership and Planning
In the early months of a new year, new resolutions, intentions and plans are initiated. For many individuals and organizations a new year represents a time of renewed hope. As I think about organizations this time of year, I wonder how many well prepared plans are implemented? Or, how many plans sit on the shelf until the next planning process?
During a recent conversation with a CEO, he told me that as long as the vision and mission are clearly articulated and everyone is on board, he has no real need for a formal strategic planning process. There are pros and cons to both sides of the planning debate.
There are however, visionary companies that have habits or practices that prosper them over long periods of time even with the many changes in their business life cycle. Companies such as 3M, American Express, General Electric and others create a core ideology while balancing that with an envisioned future. According to the research done by James C. Collins and Jerry I. Porras in Built to Last, the following process leads to long term success:
During a recent conversation with a CEO, he told me that as long as the vision and mission are clearly articulated and everyone is on board, he has no real need for a formal strategic planning process. There are pros and cons to both sides of the planning debate.
There are however, visionary companies that have habits or practices that prosper them over long periods of time even with the many changes in their business life cycle. Companies such as 3M, American Express, General Electric and others create a core ideology while balancing that with an envisioned future. According to the research done by James C. Collins and Jerry I. Porras in Built to Last, the following process leads to long term success:
- Have a clearly defined set of core values. Core values are the organizations's essential and enduring tenets (Collins and Porras, 73) They suggest only three to five values.
- Have a clearly articulated purpose. This is the fundamental reason for a company's existence beyond just making money (76).
- Create BHAGs (big hairy audacious goals) as a way to stimulate progress. As Collins and Porras point out, a BHAG engages people. It reaches out and grabs them in the gut. It is tangible, energizing and highly focused. People "get it" right away and it takes little or no explanation (94). It is a clear and compelling goal that is understood by those internal to the organization.
- Create vivid descriptions of the BHAGs. This will allow the individuals within the organization to clearly visualize the end result.
Both authors emphasize the importance of maintaing the core ideology while striving for progress. Although there are many ways to maintain and sustain long term success, as a leader you must decide what is best for your organization.
Friday, February 10, 2012
Dynamic Dialogue
One of my favorite tools is "Dynamic Dialogue". It is an excellent decision making and problem solving process that can be utilized with individuals and teams. With the Dynamic Dialogue, model, multiple aspects of an issue are examined. At the heart of its success is clear definition of the problem or situation to be resolved.
A manufacturing client of mine had been struggling for five years as to whether or not to add a third shift. After spending an afternoon working through the model, the leadership team was able to make a decision.
An overview of the Dynamic Dialogue process is as follows:
A manufacturing client of mine had been struggling for five years as to whether or not to add a third shift. After spending an afternoon working through the model, the leadership team was able to make a decision.
An overview of the Dynamic Dialogue process is as follows:
- Clearly describe the situation.
- Feelings: How do you feel? Feelings often drive us whether we are consciously aware of them or not. It is important to allow expression of the feelings connected to the given situation or problem.
- Facts/Data: What happened? These are the concrete, objective facts of the situation, and include the history, concrete experiences, and past actions.
- Thoughts: What do you think it means? These include our conclusions, opinions, beliefs, assumptions, interpretations, explanations and theories. There are times when people turn their thoughts into the facts.For example,I was working with leaders across an organization. One individual was describing an employee as "lazy" and considered that a fact.When I asked the question what made you think that the employee was lazy, she then began to describe the facts. Lazy was her conclusion about the employee.
- Goals: What do you want to have happen? These are intentions, values, dreams, desires, and ideals. In most cases there are always common goals to be found.
- Ways/Means: How are you going to do it? This includes plans, actions, methods, tools, strategies, resources and timelines.
A team can choose to begin anywhere in the process. It is not necessary to dialogue in a certain order. Dynamic Dialogue is one more tool for leaders throughout organizations. How will Dynamic Dialogue help your organization?
Friday, January 27, 2012
Extreme Mind Makeover Edition
Mahatma Gandhi said, "a man is but the products of his thoughts. What he thinks, he bocomes". Whether we care to admit it or not, our thoughts and beliefs impact our experience.
We think 40,000 to 50,000 thoughts per day. How we feel is indicative of the types of thoughts we think. Do you feel joy and excitement in your life or are you feeling fatique? Do you see the glass as half empty or have full? The better we feel the more optimistically we are thinking.
So what do we do in those situations when we are focused on what is not working or what we do not want? There are simples techniques that we can use as follows:
1. Listen to your language: What are you saying to yourself and others?
2. Visualization: Mentally picture what you want in your mind and feel it.
3. Pivoting: When you are focused on what you do not want,ask yourself, "what do I really, really want. Take a belief and try it.
4. Scripting: It is writing about what you want as if it has already happened. Write it in the present tense with as much detail as possible.
All of these techniques can change your thinking. As Norman Vincent Peale believed, "Change your thoughts, and you change your world"?
Do you need an extreme mind makeover today?
We think 40,000 to 50,000 thoughts per day. How we feel is indicative of the types of thoughts we think. Do you feel joy and excitement in your life or are you feeling fatique? Do you see the glass as half empty or have full? The better we feel the more optimistically we are thinking.
So what do we do in those situations when we are focused on what is not working or what we do not want? There are simples techniques that we can use as follows:
1. Listen to your language: What are you saying to yourself and others?
2. Visualization: Mentally picture what you want in your mind and feel it.
3. Pivoting: When you are focused on what you do not want,ask yourself, "what do I really, really want. Take a belief and try it.
4. Scripting: It is writing about what you want as if it has already happened. Write it in the present tense with as much detail as possible.
All of these techniques can change your thinking. As Norman Vincent Peale believed, "Change your thoughts, and you change your world"?
Do you need an extreme mind makeover today?
Friday, January 20, 2012
Thought for the Day
Sometimes a simple thought for the day can be more profound than an entire blog. As you move through this upcoming week think of the Gandhi quote, "We must be the change we wish to see in the world".
What change do you want to make in your life that will make the world a better place?
What change do you want to make in your life that will make the world a better place?
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