3 Reasons Why Creating Alignment With Your Why Is Important; And, 3 Simple Steps to Create Your Why

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Have you ever thought about why you do what you do? Maybe you already know, and maybe not. Either way, know that knowing why you do what you do is very important.

You can think about your why as the part of you that drives you to be the person you are today. It is something emotional, not intellectual. It lives deep within us, gives us our sense of purpose, and it also gives people that we know the knowing of who we are as human beings.

Here is a great Ted Talk by Simon Sinek about why your why is so important.

Simon Sinek

Though Simon’s Ted Talk is framed as a leadership principle, it’s applicable to all human beings. To anyone interested in connecting with other human beings on a deeper level.

As I was thinking more about my why this past week, it occured to me that creating alignment with our why, connecting it to those we know, teams we lead or work on, organizations we work within, and communities we belong to is also very important. Why?

There are three main reasons.

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1. Connection

When we connect our why to those closest to us, we create and have a deeper connection with them. We are able to better understand their why through the connection we see in our why.

And, the converse is also true. People can better understand our why through the connection they see in their why. And, this holds true even if they don’t know their why, or we don’t know ours. Really.

Further, we can also deepen our connections with people that know us very little by creating alignment with our why. Why? Because inside our why, they can see aspects of themselves. Really. Think about a time when you were moved emotionally. What happened?

Chances are you felt a deep connection with the person, company, movie, insert here whatever you were engaging with. When we are moved deeply, we can see aspects of ourselves in that which we are engaging with. Powerful.

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2. Relatability

Creating alignment with our why creates more relatability with those closest to us. And, when we connect our why through all of our relationships, the relatability connects us on a deeper level to everyone in our lives, including our teams, organizations, and community.

We instantly become more relatable as a human being. Again, this is so because people can see aspects of their own humanity in your why, or your story.

These deep connections keep us coming back for more. Really. Think about all the people in your life. Think about their why, even those that are unspoken, or unrealized. What do you see? Still thinking? That’s okay. Here is what I see.

I see that we are pulled closer to those we can relate to and understand. We are also pulled closer to those that move us, inspire us, and touch us in some way. Why’s are powerful.

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3. Purpose

Simply, when we create alignment with our why through all of our relationships, our connection is deeper, there is more relativity and relatability, and we also create alignment with our purpose, or vision.

When you share your why with others, and intentionally create alignment with your why, you create a very special context. A context that welcomes a shared vision of a future that you are creating together. Whether that is within a relationship, a team, an organization, or a community. It works the same way.

Working within a vision is a much different experience than working without one. Truly. Visions are powerful. Visions are created from why’s.

3 Simple Steps to Create Your Why

If you’ve already created your why, awesome. If not, create one. It’s not difficult. Really. How, you ask? Here are 3 simple steps you can follow to create your why.

  1. Write down why you do what you do.
    1. Now, I’m not talking about pay, benefits, or some other intellectual reason why you do what you do. I’m talking about your emotional-self. The part of you that is inspired to create change in the world. Now, with this frame, answer why do you do what you do, and write down all the ideas that come into your head and heart. All of them
  2. Pick your top 3 reasons from the list
    1. Pick your tops 3 reasons from the list that resonate most with you. You know, the ones that send tingles up your arms and through your body. The ones that make you smile really big, giggle even, as you think about creating that outcome, or result. Yep, that’s it. Those are the ones.
  3. Create your why statement
    1. Now take those three reasons and fashion a statement. Sometimes it will be a single sentence, sometimes it will be a paragraph. Depends. There are no rules here, except that it needs to move you, inspire you, touch you in some way. If it does, it will move, touch, and inspire others. Trust me.

There you go, nice work.

Alright, that’s 3 reasons why creating alignment with your why is important; and, 3 simple steps to creating your why. Pretty simply, yet very powerful.

Next time we will take a look at 5 simple steps you can take to create alignment with your why.

Until then, keep creating. Creating your why, aligning your why with other why’s, and keep inspiring others to do the same.

#businessalignment, #creatingalignmentinyourwhy, #creatingconnection, #creatinginspiration, #creatingpurpose, #creatingrelatability, #creatingvision, #creatingyourstory, #creatingyourwhy, #development, #growth, #humanconnection, #humandevelopment, #inspirational, #leadership, #leadershipdevelopment, #organizationalalignment, #selfdevelopment, #simonsinek, #teamalignment, #vision

7 Keys to Balancing Strategic Thinking with the Day-to-Day Operations of Your Team, Business, or Organization

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Photo by Felix Mittermeier on Unsplash

One of the strategies I wrote about in the post, Creating Movement in Your Team, Business, or Organization: 3 Steps in 3 Minutes was creating balance in your workflow in order to balance strategic thinking with the day-to-day operations of your team, business, or organization.

It occurred to me that I’ve used multiple strategies the past three years to accomplish this balance, some have worked well, some not as much. What’s most important, however, is not that some didn’t work, rather, it is important that some did.

Trying new strategies is part of leadership development. Actually, it is development itself. Try something new. If it works, keep it, if not get rid of it.

Well, then, let’s take a look at 7 keys you can use to balance strategy with day-to-day operations. And, if you choose to incorporate one, great. If you already do these things, wonderful. And, if they are new to you, give one or two a try and see what happens.

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7 Keys to Balancing Strategy with Day-to-Day Operations

  1. Persistence – being persistent is an important leadership trait; as is knowing that not everything that you implement will work. It just won’t. There is nothing wrong with that, and you do not get a demerit if something doesn’t work. All that means is that you need to be persistent in your actions to find that process, or system that will work. Stick to it, and you will find it.
  2. Prioritization – we are all inundated with multiple competing priorities. It is very important, however, to get clear on how those competing priorities should be prioritized. Very important. Otherwise, all of your priorities will have the same level of importance, and chances are many of them will not move forward.
  3. Patience – very important to have patience with yourself. When you develop patience with yourself, you will also have more patience with the people on your team, or in your business, or organization. Trust me when I write that patience will win over force any day. Patience is sustainable, force, not so much. Be patient, and give yourself the time you need to breathe.
  4. Determination – when one is determined, they are moving forward, and do not let obstacles stand in their way. Important for every leader everywhere. Why? Because the nature of leadership ensures that obstacles will often present themselves before us. Often. Being resolute and steadfast, while also being flexible in your approach is key. You will be challenged regularly. You will also be drawn to the day-to-day operations. Normal. Yet be steadfast, and determined to incorporate strategy into your daily workflow. It is possible.
  5. Organization – understanding an organizational system that works for you is essential. It does not have to make sense to anyone else. Just you. Important, as people often think that their organization system must be understandable to others. Not so. You need to understand it, period. Also know that how you organize yourself will change as the business changes. It is supposed to.
  6. Time Management – a difficult skill set to develop for me, yet one that I have made progress on in the past few years. What I’ve learned, similar to learning to organize myself, is that there is no one way to manage time effectively. Important to understand. When you understand this, you will actively seek out new ways to manage your time, until you find the system that works for you. And, time management should also change as the business changes. It must.
  7. Vision Clarity – you must be very clear on your vision. If you are not clear, you will continue to do day-to-day tasks that are not moving you closer to achieving the goals associated with your vision. Being clear on your vision, ensures that you are moving your vision forward when you are working on the day-to-day operations. You are then always working on your strategy, even when you are working in the “weeds.”

There we go. 7 keys to creating balance between strategy and the day-to-day operations of your team, business, or organization. Are there other keys, you ask? Of course. These are simply the ones that I am most present to now.

There are many meaningful ways to balance strategy and day-to-day operations. How many there are matters less, than, as leaders, we try new things, and incorporate new strategies into our workflow often. Be open and flexible to new ideas, new ways of doing things, and new ways of being.

Teams, businesses, and organizations change often. And, with change comes the need to be open to changing as the need changes. A must.

If you’ve tried the keys outlined in this post, awesome. If you’ve not tried them all, try a new one, try two. If you already do them all, wonderful, you’re ahead.

If you’re not sure how to incorporate these keys into your workflow, here are a couple of quick suggestions before I close.

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  1. Persistence – continue to try new things. Get your best ideas out, and invite others to collaborate. Your ideas + their ideas =.even better ideas. Continue to persist, you will find the process, system, or vision you are looking for.
  2. Prioritization – how do you prioritize your work? Know that however you prioritize your work today, there are a million other ways to prioritize. If what you are doing is not working, try something new. Remember, as the team, business or organization iterates, the way you prioritize yourself will also have to iterate.
  3. Patience – a big one. Though being persistent and determined are very important. Being patient is equally important. Give yourself the time to breath and think. A must. Schedule the time into your calendar. Make time, and let your team know this is your time to just be. Go for a walk, or just sit. Doesn’t matter. What matters is doing it daily. For a time, I had a recurring appointment on my calendar for myself. It read, breathing. And, I did just that.
  4. Determination – yep, important. Things will happen and “go wrong.” It is the nature of leadership, especially when leading innovative teams, businesses, or organizations. Stay the course. Remember, that “failure” is part and parcel of the creative process. You cannot have breakthroughs without breakdowns. They go together.
  5. Organization – similar to prioritization, trying new organizational strategies is important, and needed. Example – when I started my current job, I organized myself in an “old school” way. File folders, and lots of paper. Then I went completely digital, then back to files, and folders. Now, a combination. Again, what matters is continuing to try new things. When something’s not working, do it differently. You may be surprised how that will open up more thinking space for you.
  6. Time Management – phew, time management is so important today. I am much better at it today; yet I would say the first two years on the job, I really struggled in this area. How did I begin to improve? Continually trying new things; and, asking for help. The department administrative assistant, to this day, goes through my calendar with me, and asks this question – why do you have this meeting? Hm. And, if the meeting on my calendar is not connected to the vision, I cancel it.
  7. Vision Clarity – yep. Once you’ve become skilled in the aforementioned areas, you will have more time to work on strategy. And, once you are clear on your vision, the aforementioned keys will also become easier. Why? Because the clearer you are on the vision, the more you understand the work you really need to be doing. You begin to see other work you’ve been doing in a new light. And, you will begin to let that other work go. If the daily work is not connecting to the vision, let it go.

Alright, we’ve discussed 7 keys to balancing strategy and day-to-day operations; and, we’ve also looked at a few ways you can incorporate these keys into your workflow.

Remember, the most important thing about creating balance in your work, is to always be present to the reality that trying, and doing things in new ways is necessary and needed.

When you are unsure of what to try next, try something new, stand back and see what happens. If it works well, keep it. If not, let it go; and, then, try something else. Whatever you do, keep moving. Be and lead well.

#business, #businessplanning, #businessstrategy, #leadership, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipmindset, #leadershippractice, #leadershipprinciples, #operations, #organization, #organizationaldevelopment, #persistence, #prioritization, #strategicplanning, #strategicthinking, #strategiplanning, #strategy, #timemangagement, #vision, #visionandstrategy

Strategy + Action = Traction

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Photo by Jungwoo Hong on Unsplash

As I was creating a 3-minute video, some time ago now, on creating movement on teams, I uttered the phrase, strategy plus action, equals traction. And, this is so true. Why? Well, before we look at why, here is that video.

Jeff Flesch YouTube

Okay, why. Because in order to move a team, business, or organization forward, you must have both strategy and action. If you only have strategy, you are only talking about doing things; and, if you only have action, you are only doing that which was done yesterday. And, that is not traction.

How can you create strategy, action, and traction? Let’s take a quick look.

Strategy + Action = Traction

The key to creating traction is movement with vision. The first full year in my current position we moved, yet we did not move as a team, and we didn’t have a vision. No traction.

There is a distinction here that is important. You cannot gain traction until you move as a team and are clear on where you are going.

In that first year, we were focused on understanding each other and building relationships. Additionally, we learned the business, and got clear on the strengths and weaknesses in the business model.

In effect, we were focused on each other, and the day-to-day operations of the business, which is totally understandable. You can only move a team forward, once you are in relationship and have created safety, understand the business model, and understand where you are going. That was created in year 2.

Developing a vision, which I’ve written about in other posts, was creating where we were going with intention. Once that vision was created, we had the ingredients to move into traction.

Recap
  1. Build relationships and create safety.
  2. Learn the strengths and weaknesses of the current business model.
  3. Develop a vision to pull you into the future you are creating.

There are other components, which are also important to creating traction, such as developing processes and systems that work together in your business model. In our first year, we did a lot of process upgrades; and in year 2 we started to work on the systems.

In year 3, in the time we had pre-COVID-19, we were continuing to work on those systems; and, even during COVID-19, we have continued this work, though the work has been focused on new processes and systems to support remote and online learning.

Now, in our just-about-to-begin year 4, which we are calling reset to zero, we are going back to creating, building, and maintaining relationships. However, this year it is about creating, building, and maintaining relationships in the community; with our partner organizations, and business clients. Wonderfully exciting work.

For those that learn best audio-visually, here is a very short video on creating strategy, action, and traction. The culmination of which, I have termed the traction zone. Take a look.

Jeff Flesch YouTube

Balancing the day-to-day operations with strategic thinking is also very important to creating strategy, action, and traction, and getting your team, business, and organization into the traction zone.

More to come on how to create this balance, as I am currently working on a new post to discuss 7 keys to creating balance between the day-to-day operations and strategic thinking. Until then, be well and lead well.

#action, #buildingrelationships, #businessplanning, #businessstrategy, #creatingbusinessmodels, #creatingvision, #creatingyourfuture, #developingprocessesandsystems, #developingvision, #leadership, #leadershipdevelopment, #leadershipinaction, #strategiplanning, #strategithinking, #strategy, #strategyplusactionequalstraction, #strengthsandweaknesses, #teamdevelopment, #tracationzone, #traction, #vision

Creating a Big Hairy Audacious Goal: The Creation of the BHAG

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Alright, phew, what a busy couple of weeks. So much change. As I continue to prepare for the merger of my two websites, I am going to continue to post new material to this site, which was originally created for servantleadershipcoaching.com.

I am excited about the merger, and about reformatting this website. 🙂

Hopefully, you will enjoy these new additions! Here then is:

Creating a Big Hairy Audacious Goal: The Creation of the BHAG

What in the world is a BHAG, and why does it matter? A BHAG (Big Hairy Audacious Goal) is a way to get out of the weeds, and create a distinction between working in the business and working on the business. Creating a BHAG is also a way to take all of the smaller goals you have and connect them to a higher level mega-goal – the BHAG. Not sure if a BHAG is for you? That’s okay. I invite you to read the following list before making a choice.

Do any of these sound like a day you’ve experienced recently?

  • Working in the business more often than working on the business – this is an important distinction, and means that you are working on the day-to-day operations of the business more than you are the long-range planning and vision for the business.
  • Reacting to the daily business needs, more often than working purposefully, and wondering if those reactions are in any way connected to the vision of the business.
  • Spending more time at a computer screen than a whiteboard.
  • Feel like you are going in multiple directions all at the same time, while wondering if these multiple directions are connected to each other, and your other long-term goals.
  • You have multiple competing goals, and are unsure how to connect them.
  • You are unsure how to connect your metrics to the day-to-day business operations, AND, your long-term goals.

If you experienced any of the above, then creating a BHAG is for you. Where did the term BHAG come from? Here is an excerpt from Built to Last: Successful Habits of Visionary Companies by James Collins and Jerry Porras.

Boeing Corporation is an excellent example of how highly Visionary companies often use bold missions – or what we prefer to call BHAGs (pronounced bee-hag, short for “Big Hairy Audacious Goals”)– as a particularly powerful mechanism to stimulate progress.

One of the coolest things about creating a BHAG, outside of the progress that lives inside of that creative experience, is that you can create them for your personal and professional lives.

Let’s look at the creation of a BHAG through a real life example – mine.

After 6 months in my current position, Director of Extended Learning at Linn-Benton Community College, in Albany, Oregon, I was wondering exactly what I had committed to. Has that happened to you before? It happens to all of us.

Anyway, I was working hard, very hard. And, most of that work was focused on working in the business, not on the business. As I’ve mentioned earlier in this post, and in other posts, if all you do is work in the business, you will simply get the same result you got the day before – the same thing, everyday. Why? Because you are doing the same tasks everyday. Simple. It’s not that you don’t desire to grow, and do more, however, you are effectively stuck in yesterday.

However, if you can shift to working both in the business, and on the business, watch out.

After over a year of working in the business, I went to a strategic thinking training, led by Terri Houde, which was where I first experienced the BHAG. I believe we were first asked to work through some of our goals, to identify them, and write them out. Then we were asked to go out on a ledge, and create a goal that was at the limits of what is possible – the BHAG.

Here is the one I created.

Becoming the State recognized leader in noncredit education

Creating a BHAG is a life changing experience, because in one moment you create in language a goal that is so big, it is visionary. And, what do we know about working inside of a vision, rather than working outside of a vision?

“Having a vision provides a sense of purpose and direction for the business. Your vision will help you define your short and long-term goals, and guide the decisions you make along the way. A leader has the vision and conviction that a dream can be achieved…” ~ Ralph Lauren

Okay. I’ve created a BHAG, now what? Don’t know. I didn’t either. Here, however, is what happened.

Once the BHAG was created, it was time to inform the staff about the vision. I created a very simple presentation, which I delivered at a team building training at the end of 2018. Why is standing before your team and delivering a vision needed and necessary? It is important, so they can see you, AND themselves inside of the vision. When we can see ourselves as part of a vision, we are going to act in accordance with that vision.

In fact, I told the team often then that the BHAG came through me, however, it was a part of everyone of them. I can see each of them in the vision.

I should also mention that when the vision was created, we were also implementing Traction, which is a way to systematize your business operations (Wickman, 2012). The timing was perfect, because we were able to make connections to the 10-year vision (BHAG). We then created the following.

  • 5-year priorities and goals
  • 3-year priorities and goals
  • Yearly goals and priorities
  • Quarterly goals and priorities
  • Weekly and monthly next actions

All of which were connected to the 10-year BHAG!

Working inside of a vision the past two years has been a wonderful learning experience. We’ve achieved some of the goals we’ve set out to accomplish, and have many more to achieve. However, we are all pointed in the same direction, focusing on the same things, and have a shared language around a vision that was created from a one-day training experience where a BHAG was created.

Now we find ourselves in a very new situation – COVID-19. Well, in the next post, we will discuss what you do when your BHAG is severely disrupted. Can you guess? Yes, no?

You create another BHAG!

Yep, that’s right. You can have a BHAG that lives inside of another BHAG. I’d share that one with you, however, it is very new, and the team hasn’t even seen it yet. Next time, promise.

Remember, when you are interested in taking your business, organization, team, self, to the next level, create a BHAG. Then work backwards and connect that vision to this year, quarter, month, week, and day. Then you’ll know that every action you take is moving you closer to your ultimate vision, mega-goal, or BHAG!

References

Collins, James C., and Jerry I. Porras. Built to Last: Successful Habits of Visionary Companies. New York: HarperBusiness, 1997.

Wickman, Gino. Traction Get a Grip on Your Business. Publisher: New York : BenBella Books, Inc., 2012. URL.

You can reach Jeff Flesch at fleschj@linnbenton.edu and Terri Houde at houdet@linnbenton.edu.

Originally posted on servantleadershipcoaching.com

#10-yearvision, #bhag, #bighairyaudaciousgoal, #covid-19, #creatingstrategy, #creatingvision, #disruptionbhag, #disruptionvision, #leadership, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipmidset, #leadershipprinciples, #strategicplanning, #strategicthinking, #strategy, #vision, #visionandstrategy

Leadership in Practice Series Part 2: Creating 90-Day Priorities Inside of a 10-Year Vision

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Photo by Matt Noble on Unsplash

Once your vision is created, then what? Regardless of whether it is a 10-year, 5-year, or 3-year vision, you will need to put plans in place that will connect the daily work to that vision. That is how your 10-year vision will become a reality.

What, then, are the first steps to ensure that your weekly, monthly, and quarterly work connects to the long-term vision?

In this article we will walk through the process we went through to connect the 10-year vision to our 90-day priorities. First, another question.

Where does a leader start when they want to ensure that everyone’s daily work on the team, or in the business or organization they belong to is contributing to the long-term goals?

Let’s take a look.

Start with the 10-year Vision and ask yourself a couple of questions.

  • What are the goals of the 10-year vision?
  • What are the metrics of the 5-year plan?
  • What will the current year look like?

Let’s look at each question, one at a time.

What are the goals of the 10-year vision?

Once the vision is created, it’s time to create the goals that will drive all of the work. However, before you move on to creating those goals, which will drive the objectives and priorities, ask yourself what your vision will look like in reality.

What will the revenue and service look like, what will the staffing model look like, will you add positions between now and then?

Once you’ve asked yourself these questions, or ones that are more important to your particular vision, start to build out what that vision will look like in reality. Here is an example, vision first, then what it will look like in reality.

Here is the vision

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Here is what it will look like

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Note that the word profit in this instance is referring to department reinvestment funds.

Once you’ve created the 10-year vision, and also know what it will look like, you are ready to work backward. When I went through this exercise last year, I started this part of the planning session with year 5. I looked at the previously designated metrics and asked myself what they would look like in reality. For instance, what would revenue look like, and how many people would we serve.

What are the metrics of the 5-year plan?

Here is what that looked like

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It is a wonderful exercise to start with the larger 10-year vision and to work backward to the 5-year plan, creating more clarity as you go. It is how you begin to connect the 10-year vision with the work you need to do today.

Once you’ve worked backward to year 5, you are ready to work backward once again to year 3, or whatever the current year is for your team, business, or organization. It is important to continue to get clearer on what the future reality will look like.

What will the current year look like?

Year 3 Department Objectives

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As you continue to work backward from the 10-year vision to year 5, to the current year you are planning for, in this example, year 3, the objectives that will lead the team to that 10-year vision do become more clear. Important.

And, as these objectives become more clear, so will the priorities that will drive each person’s work. For instance, in our year 3, we had 1-year objectives, which we executed on in 90-day chunks. Meaning that we focused on moving forward our yearly objectives with 90-day priorities that would shift as needed, yet the objectives would remain the same.

Year 3 Staff Objectives

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Once you get to 90-day priorities, it is time to create a coaching model that will mirror all of the aforementioned. Fully discussing this coaching model is for another article, yet I would like to share with you the simple template we created, so you can see how a 10-year vision can connect to a staff member’s daily work.

Coaching Model Template

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Though you can only see a portion of the form, you can see the overall process, where the yearly objectives (on the left) are connected to the department objectives (on the left in bold), while the specific priorities and actions to move that work forward are on the right. Fun.

A couple of weeks ago, I wrote the following article, One BHAG, Two BHAG, and Creating a Disruption Vision, in which we discussed the possibility of creating a disruption vision or BHAG inside of a 10-year vision. And now, the planning process we’ve walked through in this article is being recreated. The difference?

Because there is so much change right now, we have a 1-year BHAG, which lives inside of the 10-year vision, and 30-day priorities, instead of 90. I am in the process right now of re-instituting one-with-ones so that we can discuss, plan, and create our next actions one month at a time. Allowing us the pivotability, and flexibility needed.

Very well. There you have an example, with tools, on how you can connect your team, business, or organizations’ 10-year vision to the work that needs to be done daily to ensure that the 10-year vision will live in reality.

Be well, and lead well.

You can reach Jeff Flesch at fleschj@linnbenton.edu

Originally published on servantleadershipcoaching.com

#10-yearvision, #creating90-daypriorities, #creatingavision, #developmentandgrowth, #goalsetting, #howtocreatevision, #leadership, #leadershipdevelopment, #leadershipinaction, #leadershipinpractice, #long-termvision, #strategicplanning, #strategicthinking, #strategy, #team, #teambuilding, #vision, #visionandstrategy

Create A Vision For Your Future Self in 5 Minutes

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Alright, I’ve written about creating a vision for yourself in several posts, yet, to date, have not walked through the process of doing so. What’s interesting is that people usually associate creating a vision with business, which makes sense, yet it makes as much sense, as we will discuss, to create a vision for yourself – for your life. Ready? Let’s go.

What’s first?

First, you want to get out all of your ideas about what your future self will look like, think like, and feel like. Here are some questions to get your thinking started.

  • What are your goals?
  • Where do you see yourself in 5 years?
  • Where do you see yourself in 3 years?
  • Where do you see yourself in 1 year?

That’s enough to get us started. Let’s take them one at a time, and use practical examples. Here we go.

Identify your 5-year goals

Make a list of all of your goals. Yep, all of them. Why? Because at this stage, you are concentrating on getting out all of the goals that you want to accomplish. Make a list. Here are some of mine.

  • Publish a book
  • Travel to Spain
  • Learn Spanish
  • Travel to Japan
  • Knee recovery so I can run again
  • Expand our remote community education classes
  • Take a trip out of the country with my best friend

Alright, there are some we can work with. Once you have your goals identified, pick one to start working on. Where you start in the future will depend on the goal. I suggest going out as far as you can. Why?

Because you will find that once you start thinking about 5 years from now, let’s say, more goals will come to mind.

Now that you have your 5-year goals identified, time to start working those goals backward. Meaning that you need to create 3-year goals that connect to the 5-year goals.

Photo by Alex Nemo Hanse on Unsplash

Year 3

Let’s use my 5-year goal to publish a book and work that backward. In order to actually publish a book 5 years from now, I would like to have 75% of it written by year 3? Why? That will give me plenty of time to edit, market, and engage people about the book.

Now, publishing a book is not something I’ve ever done, and that is okay. The realisticness of your goals in year 3 matter less, than that you have an idea or picture of what that future state will look like.

Having that picture in mind is important to the next step, which is creating the next year inside of the 3-year goal.

Photo by Isaac Smith on Unsplash

The next year

When you start working on your goal for the next year, you are now in the realm of actually putting your theoretical goal into practice. I’m sure you’ve heard people say theory should feed practice, well, it is as true that practice should feed theory. They are inextricably linked. Always.

Now you can choose how to create your next year inside of the goal you are working on. There are many ways to put yourself to work inside of your goal. First you need to decide what your goal will look like at the end of the next year. Let’s keep using my goal of publishing a book.

What will the book look like at the end of the next year?

I would like to have 150 double-spaced pages written. Alright.

Now, to complete 150 pages by the end of next year, I will have to schedule time to get those pages written. How? First, create quarterly goals. With this particular example, I will break 150 pages into 4 parts.

My quarterly goal then is 38 pages. Now take that to monthly, which is 13 pages. Yep, now to the week. 3 pages a week. Alright, I now have a weekly goal.

And, it is a weekly goal that is connected to a quarterly goal, which is connected to a yearly goal. And, that yearly goal is connected to a 3 year goal, which is connected to the 5 year goal. Phew. Pretty cool.

Here is the system. And, you can put any goal into it, and work it backward the same way.

  1. Identify all of your goals.
  2. Pick one to work on.
  3. Set that goal out into the future and visualize what it will look like.
  4. Work backward to year 3.
  5. Set that 3 year goal.
  6. Work backward to the next year.
  7. Set that yearly goal.
  8. Work backward to each quarter.
  9. Set that quarterly goal.
  10. Work backward to each month.
  11. Set that monthly goal.
  12. Work that backward to weekly.
  13. Set that weekly goal.

You can even take it to daily goal-setting, however, in this example it is not necessary. Now, if my goal was to get that book finished in the next year, taking the goal-setting to daily would actually be very helpful.

As you create these goals and work on them, know that you are actively creating the vision of your future self. Yep. And, as you put them into practice in your life, you are actively working on and creating your future self every day. Pretty cool, and fun.

How to organize them to ensure you move them forward?

Here are some tools you can use.

  • Calendars
  • Post-it boards
  • Whiteboards
  • Day planners.

How you organize yourself matters less than creating the actions and actually holding yourself accountable to doing them every day. Use whatever organization system that works for you.

And, if what you are using now doesn’t work, change it. There are tons and tons of tools for organization. So many.

Okay, that’s creating a vision of your future self in 5 minutes. Another thing I like to do with my goals is to create a mind map. As I’ve mentioned in many other posts, I am very visual, so I love to see my goals inside of a mind map.

In case you’ve not created a mind map, here is a quick video I created that describes the process.

Alright, you now have a system to create your future self. And, when you get into it, I think you’ll find that it is quite fun. And, guess what?

When you take those daily or weekly actions to create your future self, you will find that your longer term goals are being accomplished bit-by-bit each day. Happy creating.

#creatinglongtermgoals, #creatingshorttermgoals, #creatingyourfuture, #dailyactions, #goal-setting-2, #goals, #growth, #mindmaps, #practice, #selfdevelopment, #theory, #theoryandpractice, #vision

An Insight, an Inspiration, and A Quote: On Creativity and Vision 6/16/2020

Photo by Sharon McCutcheon on Unsplash

There was a time when I thought about creativity within a very limited framework. A framework that associated creativity mostly with art. However, what I know to be true today is that creativity is an unlimited framework. There are no limits.

Within this unlimited framework, here is an insight, an inspiration, and a quote.

Insight

You are it. Look for the answers you are seeking within yourself. They do not reside outside of yourself. They are within you. Have been, are, and always will be.

Create the life you want to live into. Create the future from the future. Always look within, then look forward. Make connections between that which you know to be true, and the future state you are creating.

A vision, your vision. You are the creator of that vision. Live it today, tomorrow, and for the rest of your life.

Photo by Rahul Bhosale on Unsplash

Inspiration

Visionaries don’t wait for someone to hand them a guide to life. They create it everyday. One step, once action at a time. Each day, every day.

And, guess what, you are a visionary. We all are. We just need to get out of our own way. How do you know when you are in your own way?

When you deeply want to do something, try something new – you know, that funny feeling you get in your tummy when you get excited or nervous.

Well, when we feel that, and know also that we are inhibiting our own creativity because we are concerned about what someone might think or say, we are in our own way. In that moment. And, when it passes, and we don’t act, we can also feel upset, yes, and also disempowered.

Disempowerment does not feed creating your vision, and living into it. Empowerment does. Yep. If you are feeling disempowered, don’t fear, you can also move yourself out of disempowerment and into empowerment. You can.

Here are some visionary women for you to draw upon. Creating visions, living into them, and changing the world.

A Quote

And, here are a couple quotes from that article, though, they are all awesome. Check them all out.

“What everyone in the astronaut corps shares in common is not gender or ethnic background, but motivation, perseverance, and desire — the desire to participate in a voyage of discovery.” — Ellen Ochoa

“Permanent remorse about failing to do your human duty, in my opinion, can be worse than losing your life.” — Miep Gies

“Technique and ability alone do not get you to the top; it is the willpower that is the most important.” — Junko Tabei

“I don’t go by the rule book… I lead from the heart, not the head.” — Diana, Princess of Wales

“The bitterest tears shed over graves are for words left unsaid and deeds left undone.” -Harriet Beecher Stowe

Take action today, create your vision, live into it, and change the world. You are capable of it, and can do it.

#changetheworld, #createyourlife, #createyourvision, #creativity, #empowerment, #insight, #inspiration, #livingafulllife, #takingaction, #takingastand, #vision

Creativity During COVID-19

The past month we’ve seen unprecedented changes, across the world, country, and here locally. I’ve been thinking about all of these changes, and the fact that post-COVID-19, if there is such a thing, will be a whole new normal. Life as it once was is over.

I’ve also been thinking, and doing more creative things this past month. Writing more. Visioning more. And, overall, experiencing more creativity. With work hours, if you are lucky and are working, less than pre-COVID 19, there is more time. More time to think, and ponder, yes, and to also do, and be.

Question for you:

What have you created since the onset of COVID-19?

#change, #covid-19, #creativity, #experience, #life, #vision, #work