As a business owner / leader I'm feeling personally challenged (in a good way) by this post. I'm taking away your 'Plan for Engagement' idea to put into practice here.
We have a successful business, with a team of people who really do operate as a team but it feels to me like these days something is missing. Sometimes I think 'success' brings it's own problems
Alan, I hear this from many people. This intuitive sense is pointing towards something. When I write about Synthetic knowledge or awareness, I am saying something about how we know things that don't show up in some rational checklist of items. These signals are not heart-burn or fatigue from a poor night's sleep. I'm saying we should listen to our bodies. A way that I have developed to do this is by asking The Five Questions That Everyone Must Ask. The questions are 1. What has changed? How are we in transition? 2. What is the impact of this situation or that we are having? 3. Who are we impacting? 4. What opportunities do we have because of this impact? 5. What problems have we created? What obstacles do we face? I have found that if you ask these questions regularly and specifically in situations that require clarity, that it will reveal things that normal ways of decision making will not reveal. I am suggesting that you practice this questions for a month. Ask them every day for a month. As soon as you begin to find yourself seeing things that were hidden before, you introduce this method to your team. I am also suggesting that you use it for 1. reflection on the past, 2. planning for the future, 3. evaluation of the team and the individuals on the team, 4. preparation for meeting clients, 5, preparation for team meetings, and 6. for how family interaction and planning is understood. Teach your families to use the questions. It is a universal method for reaching clarity for creating impact that makes a difference that matters. The Five Questions provide us a way to learn how to say Yes to the things we should say Yes to, and No to those we should say No to. Two more things: I wrote about this last spring at https://edbrenegar.substack.com/p/five-questions-that-everyone-must/ Not long after beginning to share this methodology I received a call from a colleague in Jamaica. He was a coach and consultant to municipal governments across the Caribbean. Sadly, he is no longer with us. He had developed a emotional intelligence program online. He called to thank me for the Five Questions. Every Sunday evening for the previous year, he had asked the questions focused on the next week. He told me over the course of that year, his EQ website had become the most visited site of its kind in the world. He attributed it to asking the questions on a regular basis. Alan, whatever your team is feeling, they need to have a way to discover that knowledge in a way that they can act upon it. What I have learned by using it is that it becomes an intuitive way of seeing what we need to see. We don't have to even ask the questions. The answers are evident. If you try my suggested approach, I'd like to learn from you how well it went so I can encourage other business leaders to follow a similar process. If you want to have some conversation about this off line, reach out to me and we'll talk. Thank you for asking your question. I'm sure others will be grateful too.
As a business owner / leader I'm feeling personally challenged (in a good way) by this post. I'm taking away your 'Plan for Engagement' idea to put into practice here.
We have a successful business, with a team of people who really do operate as a team but it feels to me like these days something is missing. Sometimes I think 'success' brings it's own problems
Alan, I hear this from many people. This intuitive sense is pointing towards something. When I write about Synthetic knowledge or awareness, I am saying something about how we know things that don't show up in some rational checklist of items. These signals are not heart-burn or fatigue from a poor night's sleep. I'm saying we should listen to our bodies. A way that I have developed to do this is by asking The Five Questions That Everyone Must Ask. The questions are 1. What has changed? How are we in transition? 2. What is the impact of this situation or that we are having? 3. Who are we impacting? 4. What opportunities do we have because of this impact? 5. What problems have we created? What obstacles do we face? I have found that if you ask these questions regularly and specifically in situations that require clarity, that it will reveal things that normal ways of decision making will not reveal. I am suggesting that you practice this questions for a month. Ask them every day for a month. As soon as you begin to find yourself seeing things that were hidden before, you introduce this method to your team. I am also suggesting that you use it for 1. reflection on the past, 2. planning for the future, 3. evaluation of the team and the individuals on the team, 4. preparation for meeting clients, 5, preparation for team meetings, and 6. for how family interaction and planning is understood. Teach your families to use the questions. It is a universal method for reaching clarity for creating impact that makes a difference that matters. The Five Questions provide us a way to learn how to say Yes to the things we should say Yes to, and No to those we should say No to. Two more things: I wrote about this last spring at https://edbrenegar.substack.com/p/five-questions-that-everyone-must/ Not long after beginning to share this methodology I received a call from a colleague in Jamaica. He was a coach and consultant to municipal governments across the Caribbean. Sadly, he is no longer with us. He had developed a emotional intelligence program online. He called to thank me for the Five Questions. Every Sunday evening for the previous year, he had asked the questions focused on the next week. He told me over the course of that year, his EQ website had become the most visited site of its kind in the world. He attributed it to asking the questions on a regular basis. Alan, whatever your team is feeling, they need to have a way to discover that knowledge in a way that they can act upon it. What I have learned by using it is that it becomes an intuitive way of seeing what we need to see. We don't have to even ask the questions. The answers are evident. If you try my suggested approach, I'd like to learn from you how well it went so I can encourage other business leaders to follow a similar process. If you want to have some conversation about this off line, reach out to me and we'll talk. Thank you for asking your question. I'm sure others will be grateful too.
I wonder how we got here. It is so strange.