In a remote village nestled between mountains, there was a huge stone that sat in the middle of the main path. Travelers often complained about its presence, wishing it would move so their journey could be easier.
One day, an elderly monk passed through the village, noticing the stone and the villagers’ frustration. He sat beside it, observing the people and their reactions.
When asked why he didn’t help move the stone, the monk replied, “I cannot control the stone’s presence, but I can control my path around it.” With that, he walked around the stone and continued his journey, reminding the villagers that while they couldn’t move the stone, they could choose how to navigate around it.
Such a simple story, yet how many times have we seen people over-react when someone cuts them off in traffic, throw a tantrum when the clerk explains the return policy is different than their expectation, or get depressed watching politicians play games on the world stage?
“It’s not what happens to you, but how you react to it that matters”, Epictetus, former Greek slave turned philosopher reminds us. The ability to focus on what we can control and let go of those things we cannot control are the hallmark qualities of effective professionals and balanced human beings.
Enjoy this March issue of news2use and let me know if there are themes or topics you would like me to address, either to you personally or via an upcoming issue of news2use.
Regards,
Dan
“Relevant & pragmatic ideas, tools and insights to play at your best.”
For You
What happens when others take advantage of your “generous helpfulness” and continually come to you instead of taking ownership for their challenges?
Here are three ways to respond to those who continually ask for your help:
“I understand the situation you’ve just described to me. What do you see as the three best options to move forward, and which one makes the most sense to you?”
“How would you go about dealing with this situation? Share how you would do this first before you ask me; this way I will understand your approach and be able to give you better feedback and ideas.”
“You’ve mentioned a couple of ideas – how would you use what we’ve just discussed? For example, when are you going to approach Karen and let her know that you don’t appreciate it when she interrupts you? Imagine that I am Karen and let’s hear how you would share that feedback with her?”
We blame others for taking advantage of our helpful nature; yet we often shoot ourselves in the foot by not challenging others to think first. Offering our help too soon sets up a dependency pattern and robs others of their opportunity to develop and try out their own ideas.
For You & Your Team
“We don’t drive our agenda; we are being driven”, was a recurring theme at a recent leadership off-site.
Being driven by others is the opposite of acting with a sense of ownership. If you are being driven by others, it could mean they don’t trust you, your outcomes are not strong enough, or you’re not aligned with these senior stakeholders.
The A.S.C. framework (addressable strategic challenges) creates clarity and alignment; helping you win back the ownership you deserve.
Step 1 – Identify the most significant challenges, problems, or unfulfilled ambitions in your business or markets.
Step 2 – After writing these challenges, problems, or unfulfilled ambitions on a card (one issue per card) you can now cluster them in similar categories.
Step 3 – Create two, smaller subgroups. Subgroup 1 sorts the challenges via mapping parameters (how important is this challenge on the x-axis & how addressable is this challenge on the y-axis, (meaning if we invest time and energy here, is this something that we can influence?) and Subgroup 2 selects the top five issues. Groups present to each other and discuss common ground and differences. This is the foundation of your action plan going forward, and of course, share this with your senior stakeholders.
Commit to this process and over time, you and your team will take back ownership, as stakeholders see how you systematically identify and address the challenges of your business. There are no effective leadership teams that want to “be driven” because it means surrendering ownership. Ownership, a sense of contribution, and recognition for achievement are the cornerstones of highly engaged organizations. Creating a culture of ownership enables everyone to thrive, instead of simply surviving.
For You, Your Team & Your Business
“What’s the story around your strategy?” I recently asked an executive leader.
“Just a moment Dan, let me have my executive assistant bring in our strategy slide deck”, he replied.
“Houston, we have a problem,” I thought to myself.
Strategy content is essential; however, it is your strategic story that moves people into passionate action. Your strategic narrative or story encourages engagement and execution. When your story is floppy, inconsistent, or lacks passion, so goes your strategic execution. Leaders underestimate the power and importance of a well-designed and well-delivered strategic story.
Before you go to work tomorrow, share your strategy story with the person in the mirror. If you are concerned that your family might send you away because you are talking to yourself in the bathroom, you can mail me and share your “story” with me, and I’ll let you know how it sounds. Strategy without a story is like a steak without the sizzle.
People, Places & Technology
Are you looking for a resource to support your personal growth this year? If so, let me recommend “Live with Intent” by Thomas Reichart and Justin Tomlinson. Both of these men have made life-long commitments to learning and development and they walk the talk.
This is a personal and pragmatic guide for anyone looking to live and lead with intent. The content is strong, the visualizations are well done, and I like the way each chapter is summarized with tips, a summary, and a checklist that one can return to at any time. This book is a real winner!
Thought for the Day
newspaper without headlines.
We get lost in the small print.