The Edge of the Real: The Leader's Call

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The Edge of the Real is a boundary, a border, a threshold, a decision, action and change.

It is discovered as individuals take initiative to act upon their own discernment. It is found as people decide to no longer passively adopt what is trending as their concern. It is realized in individual decisions to act passionately on those things that matter to them.

The edge is a place where values move from being abstractions of absolvement of responsibility to actions of change that make a difference that transforms situations, organizations and people's lives.

Each time a person takes initiative to do something whose impetus has risen up from within the person, that person is exerting leadership. They are leading, not as a positional leader within an institutional structure, but rather as a individual human person.

This call to lead comes from within us, and stimulated by our engagement with various settings of our life and work. The call to lead through one's own initiative is born in three desires that define us as individuals.

Three Desires-Impact-NoFill

The desire for personal meaning roots us in values that define and guide us in life.

The desire for happy, healthy relationships provide a social environment where we find not only affirmation and love, but also the challenge and encouragement to reach beyond the edge of social conformity.

The desire to make a difference that matters leads to become agents of positive change.

These desires constitute a call upon our lives. They beckon us to cross over the threshold from hanging back, going along with the crowd to stepping forward to leadership.

This is not a call from someone else, or some group asking for us to take a responsible leadership in their organization.Though it may align well with the opportunities that others present to us. It is in knowing what our desires are, and especially, the difference we want to make with our lives that begs us to walk out the door of the room or the house that confines us within an already preset conception of who we are and what we can achieve.

As I write this, I'm in the middle of conversations with a variety of people about the creation of a new business. The form of this business as it has been presented to me aligns well with my own three desires. At a time, when many people my age are contemplating retirement, I'm looking at what I'm going to acheive over the last third fo my life.

Initiative is born in our own desire to cross over from feelings and notions of what is important to actions that validate and confirm the importance of our values, our relationships, and the desire we have for a better world.

This is why all leadership begins with personal initiative, and why leadership in this sense is open to every human being.

In order to embrace our desires, and, move towards taking initiative, we must confront reality as it exists right in front of us. The hyper-reality presented to us in all forms of media is an alternative reality that is many situations is meant to divert us from seeing the real world as it is.

If we are serious about making a difference, we must develop a healthy skepticism of all those who identify themselves as advocates for one position or ideology or another. To lead requires us to abandon narrow special interests in favor of looking at the larger realities that affect us.

To move in this direction requires self-confidence and a network of relationships which provides us support and honest critique so that we maintain a healthy balance of thought and action.

The Edge of the Real is the next action we take based on our own convictions that something must be done. Whatever that something is, do it whole-heartedly with passion and commitment to the process of discovery and development that leadership requires.

To stay on track regularly ask the Five Questions.

The Five Questions - Work-Life Coaching Guide

 Ask them in real time. Ask them regularly. Keep a journal if you need to track progress.

1. How am I in transition right now from where I was a week ago, a month ago? What has changed about my ideas, relationships and life-work situation?

2. What is the impact I'm having right now? What difference do my ideas, relationships and my impact upon my life and work situations make that matter?

3. Who is being most significantly impacted by me and what I am doing right now?

4. Are there opportunities opening up for me that I need to take initiative on, right now?

5. If problems do I need to address right now? What obstacles do I need to remove or work around?

Asking these questions brings clarity and direction to our acts of initiative. Do so and you'll begin to see that The Edge of Real is an awareness of what is possible right now.

Take the initiative that this picture suggests and you'll begin to see things that were hidden before. Be open to what is possible. Take care to maintain balance, especially as it relates to the financial resources that you need and are required for new ventures. Take a step at a time, and each subsequent step will become more evident sooner and more definitively.

This is what I've learned about living at The Edge of Real, and continue to learn as I begin to plan the creation of a new business. As always, if you need help, or, just a conversation, get in touch. For after all, my desire and purpose is to Inspire Leadership Initiative.


Understanding What You Have To Offer

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I like to think of people as bottom-less reservoirs of unrealized potential. Sort of like Hermione's handbag in the Harry Potter stories. Her handbag is useful because literally everything can fit in it, from a complete camp site to a huge broad sword.

The reality is that most of us don't see ourselves this way ... as full of unrealized potential. 

We are not even sure we know what we can do well, much less the difference we can make every day.

In this post, we are going to change all that.

Do you have paper and pen handy?

You are going to want to write down some things as we go along.

Change and Transition

Change for most of us, today, is a way of life. It isn't always as we expect it either. In some cases, the change is just the slow decline of all that we thought was good and hopeful when we were younger.

You can see it when people talk about their work. It is something to endure. It is as if the job's purpose and their idealism left them a long time ago. They still get up every morning, drive to work, and go through the necessary activities to do the work. But, it isn't a happy picture of the good life for many people.

Add in a global recession that may become a way of life for many people, and it is easy to understand how we can lose touch with the things that matter. Especially the talent, the skills, the passion and the unrealized potential that is who we are. We carry them around inside of us everyday, just like the stuff in Hermione's handbag, that has the potential of enriching every place we touch,and every person we encounter every day.  

So what do you do when this is not your situation, like it happen to one of my friends, who found himself out of his dream job after 40 years, and is definitely not ready to retire?

These are two sides of the same coin. Both the person who has lost their passion and purpose for work, and the person whose work lost him, need to understand who they are, distinct enough from their workplace, so that a picture of their unrealized potential can begin to be drawn.

The first thing we need to determine is "What do I have to offer to the world?"

Say that to yourself.

What do I have to offer the world?

Say it out loud if you want, emphasizing the "doing" of the offer.

What do I have to offer the world?

Write the sentence down. Look at it again.Think of your hands open extended out in front of you. In your hands is what you have to offer. It is the gift that you give to people, organizations and places that makes a difference that matters.

Now imagine that every day you climb out of bed to offer to the world all the unrealized potential that you have been storing up in the Hermione's handbag of your life. 

We are, now, beginning see that our unrealized potential is not some abstract value, but something real that we have to offer. Something tangible that can make a real difference in the world. We are recognizing here that we have within our own abilities the power to bring change that creates goodness wherever I am, even at work.

To learn what we have to offer is a process of self-discovery. It leads to a realization of all that we have been storing away, out of sight, out of mind, down deep in Hermione's handbag all these years.  It is all we've learned, gained and developed in the way of knowledge and experience over the course of our lifetime.  The Five Questions - Work-Life Coaching Guide
Five Questions

, I sat down with my friend who lost his job and talked him through the Five Questions That Every Person Must Ask.

After 40 years of doing the same job, it is understandable that we don't know really know what we know, and we need help getting down into Hermione's handbag to find out what we have to offer.

To understand this is to see that we are not what we do.

We are what we desire to change, the impact that becomes the validation of who we are.

This is what we offer, our gifts, talents, wisdom and experience to make a difference that is an expression of the very best of who we are.

Now, let's answer the Five Questions.

Transition

The first question asks what has changed. If you are out of a job, then the answer is easy. If you are at a dead end in the work you are currently doing, then you need to reflect a bit more on how things got this way.

It is important to see that our lives are a long progression of changes that has an inner logic. To see the rationale behind the changes in our lives is to understand how we are always in transition from where we were to where are going to be.

Write down what helps you to understand what this sequence of change looks like. It is a reference point for understanding what you've been going through. Keep what you write down, and the benefit of seeing this transition will grow over time.

If you are in a hard spot right now, go back in time as far as it takes to that point when you were happy in your work. Because when you were, you were fulfilling some of the unrealized potential that you have. Remember fulfillment is happiness.

Impact

It is a simple question. What is my impact?

It may be the hard to answer because it forces us to look at the world differently.

So, think in terms of what is the impact that you'd like to create? Put yourself back in your old job or back when you were the happiest in your work, and then ask, What is the impact that I had then?

Don't be too analytical. Keep it simple.

Who are you impacting?

You need two lists of people.

Create a list of those people whom you believe were impacted by your work and relationship with them.

Contact them to discover what it was that made the difference.

Create a list of people whom you know who can provide you connections to people and fields of work that are currently not open to you.

Follow these steps.

Ask, who do I know?

Ask, who do they know that I don't know that I need to know?

Contact your list to set up a conversation.

Share with them the impact that you'd like to achieve.

Ask them, who do you know that you think I should know?

Ask, are you willing to make an introduction for me?

Go to see these people, repeat the process.

Opportunity

When you go talk to people, don't go looking for a job. Go looking for an opportunity to make a difference with the assets that you bring to the business.

Think ... I'm looking for opportunities to create impact.

Your opportunities are not limited to the work and occupations that you have had in the past. By understanding what you offer, you can demonstrate how they can be applied in many more situations than you can imagine.

Obstacles / Problems

Let's be honest with ourselves. Often the loss of a job is the product of our own failure to do what we needed to do to stay current in our field or demonstrate the value of the impact that we bring to the company.  As a result, there may be obstacles or problems that stand in your way of fulfilling the opportunity that you see before you.

Don't sit around paralyzed by guilt and regret. Neither will bring the next job or the good life. Get to work on resolving the issues that hold you back so that you are prepared for the next opportunity to make a difference.

The Offering

Knowing what we have to offer the world is an important step of bringing fulfillment to the unrealized potential that fills our Hermione's handbag. What we have to offer is our gift. When we give it, the impact is magnified because the spirit of the gift strengthens the environment of the relationship and organization.

Our offering of service to create impact distinguishes us from those who are simply looking for a job. By giving of ourselves, we create the conditions for goodness to be realized for the companies and clients we serve, and for our own sense of well-being to be fulfilled.

The steps above are simple. Believing that we have something to offer is hard. I hope that this process is helpful. If you need more specific help, just let me know.


Gaining Perspective

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Over the past three years, the ground upon which we stand has been rolling like the ground underneath this Vermont house after Hurricane Irene came through.

If you are still standing, congratulations. If you don't know which direction you are facing, welcome to the club.

If you have fallen, and are trying to pick yourself up, don't quit. What you've been through, in retrospect, can provide valuable lessons for the future. If you need a hand, just ask. It is how we stand together.

My Experience

Like many people, my last three years have been the hardest that I've ever faced. From losing all my clients within a six week period in the spring of 2009, to 2011 becoming the busiest, most productive year that I've had in the past decade, there are lessons I'm learning that each one of us can apply.

One of things I learned is that I was not as well prepared for the storm of the recession as I should have been. Like many people, I assumed that what I was doing was enough. It wasn't. As a result the process of the past three years has been a process of personal development that enables me to see what I need to do to make the next three years the best that I've ever had.

There are three things I did that have been infinitely beneficial. I want to share those with you in this post as a guide for how to look at the next year.  I suggest that you download my Circle of Impact Leadership Guides as a reference. Print them off, and use them for taking notes to your self. Keep them handy. They will help you gain and maintain perspective on what you are headed.

The Circle of Impact Leadership Guides

I'll give you a quick overview of each guide, and then speak to the three things to do that will help develop the impact in our life and work that we desire.

**************************


12TransitionPoints

Creating Impact In Times of Transition-TP

The first thing to know is that we are all in transition. If you think, maybe, you are just in a disruptive time, and, that things will return to where they were. Look at this list of 12 transition points. This is a random list I wrote down one afternoon. I'm certain that another dozen could be identified. The point is not to be overwhelmed with the sense of disconnection, but rather to see that change is normal. 

Change is happening to us all the time. We each need to make the mental shift from seeing change as random, disruptive chaos to a pattern of change that has a logic that we can tap into and take advantage of. Once we start thinking in terms of transition, we begin to see how a process of development can unfold to our benefit. This is where we start because with a transition mindset, we begin think more opportunistically about the future.

To see our life and work this way is to see how it is a system or a network of connections between various aspects of what we do where we do it.


Circle of Impact - Life-Work Coaching
From this perspective, we can see three broad areas that every leader faces:

The Three Dimensions of Ideas, Relationships, and, Social & Organizational Structures.

The problem is learning how to align them so that they work together. Our experience tends to be more fragmented, which is where our experience of the ground never being stable under our feet is found.

The key to pulling all of this together is being intentional about the ideas that link the dimensions together. These ideas are:

The Four Connecting Ideas of Values, Purpose, Vision and Impact.

Each one of these ideas needs to be clearly defined so that they can be effectively applied.

For example: You are building your team to start a new venture. You want to select or hire people who not only share similar values, but, are also committed to the purpose of the endeavor. Bring these two ideas together in the selection of a team, and, a vision for what is possible will emerge. As a result, instead of never getting by the team formation stage, your team comes together quickly, and, moves well into the process of creating the impact that you desire.

The Circle of Impact perspective provides a way to see the whole of an organization. But just seeing it doesn't mean we know how to apply it.

 

The Five Questions - Work-Life Coaching Guide
The Five Questions guide is the tool that helps us clarify, focus and move more quickly into action. Ask them continually over time, and we begin to see a pattern that helps to make better decisions. This is just a tool. It isn't a magic wand to wave over a problem and it goes away. It is a tool that must be applied and acted upon. So, when you have answered the five questions, make sure that you do something specific in response, and then come back and ask the questions again.

I created the My 5 Questions template to make it easy for me to quickly answer the questions whenever the need arises. The purpose is to clarify, focus and move me to action. There is no limitation on where you can use these questions. Use the personally, professionally, with your team, your family, with clients, or with someone you meet over lunch. The questions work very well in conversation.

Three Things that Mattered the Past Three Years (2012)

It is simple. Just three things to do.

1. Care for people. Regardless of who they are. Whomever you meet each day, care for them. Treat them with respect, dignity, and compassion. I don't mean take over their lives. I mean provide them a relationship that enables them to become a better person.

2. Think for yourself. Decide for yourself who you are going to be. Act with integrity towards your own values and goals, so you can help others do the same.

3. Live opportunistically in the moment. As a planner, I can confidently say that a long-range plan is more often a closed door than open path. The best plan is knowing who you are, what values matter, and the impact that you want to achieve. The process is discovered daily in the moment to moment interaction that we have with people. This is where real freedom is found.

Afterword Three Years Later (2015)

The years 2012 to 2014, for me, were ones of dramatic change. When I wrote the above post, I was optimistic about the future. Instead, within the first year, the non-profit that I had been hired to lead failed and closed. The recession's effect upon my consulting work lingered. And my marriage ended. Hard year, but still a year of transition.

I realized, as everything was ending, that something new was beginning. I had to get to that point so that I could begin. I took the time to reflect, to heal, and, begin to set my sights forward. I found myself working an hour a week with a group of women in an addiction recovery program. A totally new and different experience for me. And, then, I came to see that I need to relocated my life and work to Jackson, Wyoming.

The Circle of Impact Leadership Guides serve as a check point to connect perceptions that I had three years ago with those that I have now.

My Values have not so much changed, but have become clearer, more definitive, and, more focused on putting them into action.

My Purpose has changed. Instead of focused on businesses in a consulting context, I am redirecting my energies towards the personal leadership of individuals.

My Vision has yet to become clear. The reason is that Vision functions in the context of relationship, in a social context of collaboration and community. I have only move to Jackson within the past month, so time for visioning with others will come.

My Impact for the future will emerge as I go through the process of aligning my life and work with The Four Connecting Ideas.

 Attribution Some rights reserved by U. S. Fish and Wildlife Service - Northeast Region


A Conversation about Strategic Planning

First Posted May 20, 2005, updated for today.

Circle of Impact- simple

One morning in a business office.

THE LEADER – We need a plan.

THE ASSISTANT - Why?

THE LEADER – We are being overwhelmed by issues and problems that seem to come from nowhere. … It isn't clear what step we need to take to resolve some of the challenges..

THE ASSISTANT - Yeah! It does seem that we’ve been floundering for the past few months. Any ideas?

THE LEADER – Uh, huh. THE FRIEND recommended I talk with THE GUIDE. He led a retreat for THE FRIEND's nonprofit board. Thought he might be able to help. Here’s his phone number.

THE ASSISTANT - Ok. I’ll set up the appointment.

Next week, at a local coffee shop.

THE GUIDE - Tell me what's going on.

THE LEADER – Well…I came to talk about our need for a strategic plan. We have some problems.  Here’s a list I started the other day.

<THE LEADER - hands THE GUIDE a list>

THE GUIDE – So you think a plan will help you solve all these problems?

THE LEADER -- Yes. I hope so because I am not sure what else we can do. We are caught between processes that no longer work as well as they used to, and things that are successful without our really putting much effort into them. We know those things aren't sustainable in the long run. They really aren’t our core business either, but they bring in revenue now. We need some clarity, perspective and direction.

THE GUIDE – OK. But here’s what you need to know before embarking upon a strategic planning process with me. 

There is more to a plan than producing a document. We are talking about a change process. Unless you are prepared to do things differently, don’t begin. It will only make your situation more difficult because you are going to raise everyone’s expectations, and not be able to meet them.

The reason?  They will see through the process as simply an avoidance of reality. Your people know what is true. They may not know the whole truth, but they know it for their piece of the puzzle which is your company. If you want them to trust the process, then you have to see this as a change process that requires honesty, transparency and integrity.

THE LEADER – Oh. I thought a plan was to help me know what I am to do.

THE GUIDE – It is. But what you have been doing may be counter productive to what is in your best interest, and the best interest of your company.

THE LEADERReally?

THE GUIDE – Yes.

THE LEADER – So what should I do? This isn’t what I thought strategic planning was about.

THE GUIDE – Yeah. That’s the normal reaction.

THE LEADER – So, tell me this. Why do I need a strategic plan?

THE GUIDE – A plan is simply a tool - nothing more or nothing less - that helps you as the leader of your organization to focus the goodwill, energies and commitment of people upon a clearly conceived vision of impact.

Most organizations and leaders get trapped into thinking that their business is managing activities. It’s not. It’s producing results. Those activities are important because they help produce the impact you want. But they aren’t the impact. Can you tell me what the impact of your business should be?

THE LEADER – Yeah. We want to provide our clients with the best products and services in our market.

THE GUIDE – Ok. What’s the impact? What is the change you are creating?

THE LEADER – What do you mean? We want to do the best job we can serving our customers.

THE GUIDE – Serving your customers. Providing products and services are just things you do. They are activities. And you are spending your time focused on managing the activities of all your people. Right?

THE LEADER - - Yes and No. We have goals, sales projections, that we look at, in some cases on a daily basis. That’s how we measure how well we are doing. And we are a market leader here in town, so we are doing pretty well.

THE GUIDE – Uh Huh. So what’s the problem? Why did you come to me if you are goal oriented and results focused?

THE LEADER – Well … we have these prob…I’m not sure now that you mention it … There’s something missing in our business. I can’t put my finger on it. Some things are doing well and others … I guess I sense that we are not reaching our potential.

THE GUIDE – If you were to reach your potential, would you know it?

THE LEADER – Uh…that’s a good question.

THE GUIDE – Here’s the problem. You are a smart guy. You would not be the leader of your organization if you weren’t. You have the right degrees. You read books on leadership and management. You attend conferences. You stay up to date on trends in your industry. And as a result you have become very comfortable with the language of leadership and management.

The problem is – and you are like me in this way – we know more than we have experienced or have practiced. Ideas are important for helping us focus, clarify, motivate and articulate our perspective. But knowing an idea conceptually, even visualizing how it might work is not the same as having tested it to see if it does. And like most ambitious leaders you absorb new ideas all the time, but never give them the opportunity to see if they work. Let me ask you this …in the past six months, how many audio books have you listened to and how many books have you started on your Kindle?

THE LEADER – Gee, …I don’t know … maybe a dozen?

THE GUIDE – Yeah. And every time you pass through an airport, you look at the bookstand, and you buy a book because it has a compelling title and a fresh set of ideas. What was the last business book you finished?

THE LEADER – Uh…The One Minute Manager?

THE GUIDE – Yeah, exactly. Here’s what I’m driving at.  Ninety Nine percent of business leaders are doing what you are doing. They focus on activity results and the collection of ideas. And their budget serves as the only strategic plan they have.

What you should measure is change, impact, the difference you are making. And all those ideas you are collecting become a mental load. We read books to learn and grow. And we should measure their impact by the change we make.

THE LEADER – Ok. Tell me more.

THE GUIDE – Ever read any philosophy?

THE LEADER – Yeah, in college. Don’t remember much of it.

THE GUIDE – My favorite philosopher is Aristotle. Want to know why?

THE LEADER – Sure.

THE GUIDE – Because he understood how to establish the link between the idea of something and the experience or practice of it. What he said is that we should think of ourselves as artisans, craftsmen, who learn an art by practicing it. We learn by doing. And we learn by doing it over and over and over again. The same is true with leading. Reading books, listening to tapes, attending conferences, even getting advanced degrees have value, but they are not a substitute for practicing leadership skills in the real world.

THE LEADER – Ok. Let me sort this through. What you are saying is that for most leaders they are focused on the wrong things. They don’t really see it that way, but their gut tells them this is true. They do the best they can. But there is always something missing. They don’t know what it is, so they read books, go to conferences, attend lectures, and listen to tapes. They get ideas that seem helpful, get inspired to do better, but fall back into the same rut and routine because nothing has changed.

THE GUIDE – You’ve got it.

THE LEADER – So the trick is what? …practicing? That I don’t understand.

THE GUIDE – It is not the practicing. It is the process of turning ideas into experience that produces the kind of impact you desire. It comes back to impact and change.

THE LEADER – OK. So what does this have to do with my need for a strategic plan? After all, all you’ve given me are your ideas and nothing has changed.

THE GUIDE – It isn’t that nothing has changed. Your perception has changed. And if that matters then your actions can too.

THE LEADER – I do see your point. But still I am not clear about how this concerns a strategic plan for my business.

THE GUIDE – Many strategic plans are written to be documents that are checked off the activity list. They are perfunctory and for the most part merely project current reality into the future. At least that is the way many of the ones that I’ve encountered over the years. The shift in business is to a more results focus that has broader categories of measurement than just bottomline numbers. This shift affects how planning is done. And this is where we began. Let me ask you a question. Can you describe for me what you want your business to be like in 5 years?

THE LEADER - - Sure. I want to expand to include two other cities in our region.

THE GUIDE – Ok. That’s a goal. Now imagine that you have accomplished this goal. You are now in three cities. Describe for me what you see going on. Imagine you have put together a music video that celebrates the achievement of your goal. Tell me what you see. What music would be playing?

THE LEADER – I see my role has changed. Instead of managing my one office here, across the street there ( pointing out the window), I have a manager for each location.

THE GUIDE – So what are you doing? How does this change your activity schedule?

THE LEADER – Hmmm. I haven’t thought about that. Not sure.

THE GUIDE – This is a problem that many leaders in growing businesses face. They want to grow. And they think that what changes is that their life and work will be the same, only just at a higher activity level. What is hard to calculate are the number of changes required. Managing managers is different than managing a staff. Being the leader of a regional group of offices is different than being the manager of a single local office. The change is both professional and personal. It is more dramatic and demanding than you can imagine. You are not adding responsibilities, you are taking a quantum leap in the number and complexity of the responsibilities that you will have. It requires you to learn new skills, behaviors and approaches to leading. You and your business cannot continue to do things the same way. You will have to change.

THE LEADER – How do I know what I’ll need to know? This is bigger than I thought.

THE GUIDE – Don’t get overwhelmed . You don’t have to compress five years into 20 minutes. You have time. And you’ll be amazed at how short a time it will take, that is if you have a plan, are focused and are totally prepared to follow this path where it leads. Ok?

THE LEADER – Ok. Where do I start?

THE GUIDE – With a plan.

THE LEADER – Back to square one…

THE GUIDE – But on a different game board. You see we aren’t planning for a single local office, but for a regional group of three offices in three cities. We begin at the fulfillment of your plan.

THE LEADER – Yeah. This is different. Can we start now while this fresh?

THE GUIDE – Sure, I have another hour. We can talk project scope, process and cost later. Let’s begin by asking five questions. I want you to start writing a journal so that we have an historical record of your progress and of our interaction.

THE LEADER – OK. Can borrow some paper?

THE GUIDE – Sure. Here’s a pad. 

THE LEADER – Thanks.

THE GUIDE – OK. Now before I give the questions and get another cup of coffee, I want to say one more thing. While the success of your organization is a team effort led by you, the success of a planning / change process is totally up to you. You have to lead the effort by modeling the change. While others may have the desire for changes to be made, none are thinking like you are in terms of the development of the business. It is your role to lead them to a vision of the future that you all share and work to achieve. This becomes one of your primary responsibilities. The planning processes that I have worked on over the years that have been less than successful have ultimately been because the senior leader has not become the champion of the process or the resulting plan. You have to be your business’ champion if you want to reach your goal in five years. Ok?

THE LEADER – Yeah! Makes sense. Because I rose up through the ranks, I’ve always felt a little reticent to be too forceful in leading. You are giving me a picture of how I have to be different in the future. Wow! This is amazing.

THE GUIDE – Yes it is. Very exciting. Now let’s begin this adventure. I’d like you to write down the following questions, and while I go get us both some fresh coffee, give me your immediate response to them. They don’t have to be complete sentences or even phrases. But they have to make sense. The questions are:

1. Over the past 12 to 18 months, what has changed? How is the business in transition

2. What has been our impact? What difference have we made that matters?

3. Who have we impacted?

4. What opportunities do I have now that I didn’t a year ago?

5. What obstacles must we address? What problems have we created?

 < 10 minutes later>

THE LEADER - - Here are my responses.

THE GUIDE – Ok. No, just hang on to them. As we talk about the questions, write down other thoughts you have. The purpose behind this is help you think concretely about the changes that need to happen in order for your goal to be realized. When we are finished, your goal will have been transformed into a vision for impact. Once we have that clarified, developing your plan will be easy.

< 45 minutes later >

THE GUIDE – You have a beginning idea for what your life, work and business will be like in 5 years. I’m going to need to go, however, I want to quickly sketch out what my strategic plan looks like. Before I describe that do you have any questions?

THE LEADER – If we to follow through on this, how long will it take?

THE GUIDE – There is no waiting for the plan to be completed before you begin to implement. We have already begun to implement your plan. The skills you need you will learn and practice as we work together. You build commitment and support for your plan by the way you put your plan together. This way you learn to become a master craftsman of leadership arts. And your staff join you from the start in the adventure of growing into a regional market leader. Our teacher Aristotle would be so proud.

THE LEADER – OK. Never thought of myself as an artist. That will take some getting use to.

THE GUIDE – A typical plan consists of four parts.

There is a Vision statement. We’ve discussed that already. However, it is important to understand that it needs to be simple, concise and impact focused. From that statement are derived a few – two or three – Goals that are a restatement of the Vision. If we took your five year goal of having offices in three cities, one of the goals could be something like “to be a regional leader serving in …”.

Then we develop Strategies to fulfill each goal. Strategies are not simple action steps. Rather they are collaborative efforts that focus the work of the organization. In this case, a strategy could be establishing rapport with lenders, business leaders and potential customers to determine the right location for your business in their community. Each strategy then is divided out into specific Action Steps with an estimation of time and cost and assignment of responsibility for the initiative. The usefulness of this approach is that it helps you manage your activities so that you can maintain your focus on results. This will become clearer as we work through the process. Is this clear enough for now?

THE LEADER – Yeah. What I like about it is that it is all integrated, linked together. I have my dream and I see how I can achieve it. Wow! I didn’t expect this to come out of this meeting. Ok, what’s next?

THE GUIDE – I’m going to prepare a set of questions that I want you, your staff and some of your clients to answer. I’m going to ask for some documents that describe how you are organized. Because with growth comes the need to address organizational structure. I need to know whether your operation is based on clear policy choices, or, are you primarily operating on the strength of your personality and character. To grow like you wish, your operating structure will have to grow as well. I’ll have those questions to you by the end of the week, along with a project proposal that will include process, timeframe and costs. Does that sound okay to you?

THE LEADER – Yes it does. Thank you very much. This is going to be great.

THE GUIDE – Yes, it is. Remember this day. It is the beginning of what could be a life-long adventure of pursuing a vision for impact that still forming in your mind. Thank you for letting me join you in this journey.

< conversation ends >

Afterword:

I've had many of these conversations over the past two decades. There are two sets of lessons that I've learned.

Lesson Set #1:

Strategic planning is a conversation. It takes place in relationships. It is a personal process that takes place in a business context. It is so because strategic planning is a change process. You can’t change an organization without changing the people and the relationships in it.

Strategic planning is an analytical process focused on enhancing the impact that you wish to achieve. If there is no vision, there is no reason to change or to improve. If there is no plan and no way to change, then the vision is a fantasy that is soon recalled with regret, maybe even bitterness.

Strategic planning is a tool for building an organizational community focused on individual performance experienced as the impact which is a shared vision for the future.You can not do it alone. The clearer the plan, the better the conversation, the more trusting the relationships, the more likely your vision of impact will be realized.

Lesson Set #2:

Strategic planning is less and less about long term planning, and more about providing a platform for adaptive leadership. This primarily means that a plan is a daily change process.

The Leader of an organization is now more of a facilitator of other's leadership than the sole leader who delegates. One of the major shifts in the operation of the organization is in the encouragement and equipping of individual leadership at all levels of the organization. Leadership in this sense is initiative taken to create impact. For the majority of the organization's employees this means that they become problem solvers and system adapters to change.

Measuring impact or change is more critical now than ever.  One way to get at this is look at what is called the Triple / Quadruple Bottom LIne

It is important also to understand that how we measure results is influenced by our experience of the acceleration of time. Now, a minute, an hour, a day are still the same length, but our experience has changed. We are now forcing more tasks, decisions and encounters into the same space of time as we have always had. The benefit / liability of technology is that we can do more with fewer resources, in less time for greater results. We need to recognize that measuring performance requires us to be much clearer and specific about what matters. We need to be clear about what results from our life and work actually matter. Impact or creating change or difference is how I've come to understand what we must do.

Lastly, we need more conversation that creates the conditions of collaboration. My Circle of Impact Leadership Guides are designed to foster conversation built around the Five Questions. Do this with everyone in your organization, and everyone will begin to see the big picture, within the context of their specific place within the organization. This is essential for leading change in the 21st. Century.