A strong vision directs, propels

A strong, compelling, shared vision can be a very powerful thing. Here’s just a brief summary of what it can do:

Vision directs.
A strong vision guides decision-making, even in the toughest of times – perhaps especially in the toughest of times.

A friend recently left her company. It’s in an industry that’s gone through layoffs – several rounds – over several years. She said she’d had enough of “vision-less” change, cuts that seem entirely random. She’s willing to take the risk and move somewhere new – even at the mid-point of her career, even in challenging times – rather than to continue to swim in directionless, uninspiring, uninspired waters any longer.

She decided to follow her own vision for her life. Which leads to the next point:

Vision clarifies and compels.
Driven by a dream, one takes action. Because a vision is so powerful when it’s one you share, periodically stop and check to see if the dream you are following is truly your own. Perhaps it’s one you “inherited” from someone else, or one you were told you had to follow. Maybe the vision you’ve been following was once true for you, but it no longer moves and inspires you.

Periodically revisit and refresh or renew the intensity of the dream that guides you.

Vision connects.
A clear and compelling vision expressed as a picture, can be posted in an area where a team sees it regularly. With many teams I’ve led or advised, we created and used such a “billboard.” The quick visual reminder of their dream was an important conscious and unconscious reminder and intensifier of their shared direction. It enhanced the teams’ ability to move over, around or through barriers that might have stopped other less focused, less unified, less driven teams.

Make your vision visual. Post it in a place where you and your team will “drive by” it regularly.

Great change-making

Creative challenges surround us. Often, the way to bring your challenges to a quicker, better end is to learn from a master in another field. In the US and around the world, in so many ways, we need to learn to excel at change-making and innovation.

One of the masters of innovation, change-making and marketing of new ideas and new products is Steve Jobs.

Writer Thomas Friedman suggested in a New York Times article that Jobs, whose innovation brilliance resulted in great success at Apple and Pixar, might have been the right person to lead several industries out of the precarious positions they were in, starting in late 2008.

How does Jobs not only anticipate the need for change, but jump ahead to create entirely new markets? How does he create products again and again that are not only market-changers, but new market-makers?

Generally, here’s the process he seems to follow:

1. Imagine freely.
2. Create a compelling vision.
3. Communicate it simply, viscerally, relentlessly.
4. Expect nothing but the best.
5. Learn from wherever you can about the challenges ahead. Ideas can come from anywhere.
6. Create a model, a beta test of the idea.
7. Give it a test. See what works and what doesn’t.
8. Perfect it.
9. Put it on the market.
10. Let people know about it every way you can.
11. Repeat relentlessly (excellent innovation is, in some ways, its own reward for those who do it well).

How can you learn from, and use his process, as well?

It won’t be all sunshine and roses, but still…


Reaching, beseeching, originally uploaded by jcgr.

…it does seem that we've tapped a new, positive "we" spirit in the country.

There is much work to do, of course.

Collectively, whatever role we each play, it takes a strong, positive shared vision, strong spirit, steady, continuous action. And doing our best, whatever part we play in the work that is now, moving ahead.

We can find – and create – excellence again.

Rising above fear, moving ahead

A primary message of Election 2008 results is that it is time to rise above fear. It is time to move ahead.

It will take time.

It will take innovation.

It will take hard work, together.

We can and will get the job done.

We always have.

The process, the path will be different this time in many ways. And some things will not be different enough, in the end, perhaps.

But we can make things better. It's one of the things on which this nation was founded…the pursuit of "better" than what we have, collectively.

We can do it again.

Assumptions, assumptions…

We've seen in recent weeks and months the cost of making and holding on to incorrect assumptions.

Alan Greenspan, Federal Reserve Chairman under Presidents Reagan, Bush the Elder, Clinton, and Bush the Younger admitted this week that he assumed financial institutions, if freed from much government oversight, would make decisions and take actions that were in everyone's best interests, not just their own.

It turns out that, like many things, oversight is best optimized, not just minimized.

And, it turns out, appropriate oversight has quantifiable value, not just cost.

Many benefited from that assumption, for a long, long time.

Now, however, we are all paying a hefty price now for Greenspan's and others' incorrect assumptions about the way the financial world would work if it were unfettered and allowed to charge down the road on its own. We will continue to pay the price for these painful lessons in ways as yet unknown.

And, if we are honest with ourselves, we're each probably holding on to assumptions that are best checked, corrected, or let go in some part of our lives.

Here's what a few others have to say about the cost of clinging too tightly to assumptions best tossed or revised:

What can be done with fewer assumptions is done in vain with more.
William of Occam

The least questioned assumptions are often the most questionable.
Paul Broca

Assumptions allow the best in life to pass you by.
John Sales

The harder you fight to hold on to specific assumptions, the more likely there's gold in letting go of them.
John Seely Brown

The creative individual has the capacity to free himself from the web of social pressures in which the rest of us are caught. He is capable of questioning the assumptions that the rest of us accept.
John W. Gardner

Most of our assumptions have outlived their uselessness.
Marshall McLuhan 

Faced with the choice between changing one's mind and proving that there is no need to do so, almost everyone gets busy on the proof.
John Kenneth Galbraith

And finally, there's this pithy thought:

Assumptions are the termites of relationships.
Henry Winkler

Deft


Deft, originally uploaded by jcgr.

Deftness – swift, skillful movement, inventiveness – beats bulk and brawn in thick city traffic.

How has deftness – of any type – been an asset to you in the past?

How can it help you again?

Finding direction

Never look down to test the ground before taking your next step; only he who keeps his eye fixed on the far horizon will find his right road.
Dag Hammarskjold

What ideas or memories does that quote bring up for you about direction-finding, direction-making, direction taking?

Test drive

We’ve had occasion recently to test drive in our family. Here are just two examples:

- Cars and a possible career shift, for our recent college-graduate daughter

- Colleges, for our soon-to-be high school junior son

I’ve known since I was 14 how valuable test drives can be. I’d had the dream since I was three of becoming a doctor, and found out during one short (or long, depending on your perspective) summer as a candy-striper that I HATED the hospital environment. It was NOT the place for me.

At the same time, I’d also already had an unintentional career test drive when I was ten, and started my first business, a cookie baking and delivery business, in order to make the money to buy my first really nice bike. I found out I LOVED being an entrepreneur…liked the bike, LOVED the business and the process of creating and providing products, and a service, that customers loved.

Our kids are finding out how valuable test drives can be, as well.

How about you? For example:

- What was the last test drive you took?
- Did it help, and if so, how?
- Did your original plan change, as a result? How?
- Would you have known that if you had not done that test run?

There may be a “drive before you buy” you might find valuable sometime soon, such as for a:

- Career or job change
- Move to a new home or city
- Role change
- New product you’d like to produce and market
- New business you’d like to start
- New process to get your work done better or more easily
- Route you drive
- Transportation you use
- New hobby you have, or would like to add
- Skill you’d like to develop

Take a spin. Find a way to test drive before you buy.

Ask the right questions

Uncertain times loom in many ways these days around the world. In the US, alone, uncertainty will hover for quite a while as national leadership gets sorted out, and the economy gets straightened around.

Individually, there are other reasons for uncertainty, as well. Perhaps you are, or know a new grad. Or maybe you’re making a big move across the country. Other family, career and life changes bring the unknown, as well.

The point?

Uncertainty is a certain condition, a certain path, now and again throughout life.

Learn to travel it well.

Some ways to travel the path work better than others. Here are a few things that can help:

- Have a good Plan B, along with your great Plan A.

- Ask the right questions.

- Find the people who can help you find the right answers. It is your path, but you are not alone.

For example, more than once in life, most everyone I know has found that an original plan or goal didn’t work out. And their second attempt? Sometimes even a third, on the way to their right destination? It worked much better than they ever dreamt.

Our daughter is learning about the vitality of a good Plan B in her first years of sorting-it-all-out jobs coming out of college. The best things I see in the way she’s trying to create and follow a good Plan B, when Plan A threw her a curve?

She’s asking the right questions.

She’s finding people who have experience, and can help her learn about the things she’s considering.

And she’s seeking the true answers. They may not be the answers she wanted to find when she started down this road, they may not be the ones that are right for others. But they are true, and right for her, and she’s paying full attention to what she’s discovering as she works her way down the Plan B path. Amid, and in spite of uncertainty. It will be OK. It will be VERY OK. I can tell it already.

The right answer, for her is not fully obvious yet. But it’s emerging. She’s on the right path of inquiry, discovery and answer uncovering.

If this story sounds familiar to you in some way, remember:

1. Have, or create a good Plan B.

2. Ask the right questions.

3. Find good people who can help.

Then listen and pay attention to the true answers, for you.

Uncertainty looms? Opportunity does, too.

Elegant data


Elegant data
Originally uploaded by jcgr.

"Zooming in" on the detail of data to see what the data tell, what patterns they contain. This "zooming in" step always needs to be balanced by "zooming out" to make sure that the conclusions, decisions, recommendations made as a result of the data make sense.

There’s a pretty standard data curve that many companies go through. Often, they start by collecting almost no data. Then they go overboard and collect WAY too much – more than anyone could possibly manage, absorb, or use well. In this stage, employees are often inundated, immobilized.

It finally gets to be too much. The company often pares back, collecting a much more carefully selected data set, and significantly improves the ways they use all the information they collect.

It’s at this point that data and information become elegant, powerful. This is when the information – and the way the company uses it – shows them what’s happening and what they can expect in weeks and months ahead. The company can begin to really choose their actions well, and to move and respond appropriately for both the short- and long-term organizational health.

And since the game continues to change in almost any field you’re in, data need to change, too. An elegant data set and powerful ways of using it is, like many things, an art and a science.