Week 2: Becoming Xceptional
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Week 2 Audio
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First of all, welcome everybody again to week two, I’m really excited to jump into this, this week where we, I started in an in a in a place that was almost like
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almost like a street view. If you imagine you know, when you do any of you ever go and use Google Earth
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and you can, you can start looking at a street view where you can see the roads cross and things below you. You can then go in and you know, literally drive along the streets or using you can get a satellite view of where you are. Then if you go into Google Earth, you can actually zoom right out to the point where you’re looking at the planet
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So you’re looking at earth below you. So you’ve got all these different ways of looking at at Earth. And here we’re looking at a number of ways
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of looking at the work that we are doing.
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So, because of that,
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because of that, then
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you just see, okay, we’ve got interesting speakers
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or not. Anyway, because of that there, there are different perspectives for us to take as we look at the kind of work that we’re doing. Now. So last week, we began a little bit more at as I said it kind of at the street level, you can see some of the streets we’re looking at, but we want to go from place a to place B with a lot of our stakeholders. We want to take out our beneficiaries on a journey. We need sometimes to take our board members on a trip
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journey from, you know, one, one place where they’re either supporting us or not supporting us or to varying degrees or different levels of understanding of what it is that we are doing. And board members will have a view of what your organization is doing that is different than you inside the organization and what you have to do. So, today, what I want to do is go zoom back out a little bit so that we can see, you know, the bigger picture of the whole town, so to speak, or maybe even, you know, the state
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of, of the larger work that you do. So, let me, um, from,
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from that perspective, I, um, when we get everybody in, I hope for me comes in, I want to circle back around again at some time to look at the homework and to ask some of you specific questions, but for right now, I’m just going to
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Go in and
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get started at another level of looking at what it is that we’re doing. And I am going to share my screen with you. And hopefully, that will be useful. So
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and we need. So, again, part of what we’re doing here, the impact and the influence on you, you’re mobilizing for social change and growth. And, and as I reiterated last week, by putting it into the context of where people are coming from and where they need to go to their levels of awareness, even our levels of awareness of different things. That’s how we learn. We go through these stages. It’s so it’s a journey. Now from the organizational perspective, we work together in groups or teams, we create social mechanisms.
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Bold, different kinds. And part of that, again, is to increase our capacity to influence our communities, and to make the difference that we seek. So what we’re doing here is we’re going to be looking at some strategic ways to structure and run your team or your organization. Now,
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the way the content that I will be introducing, you can do it at either level. And, in fact, even if you’re going to do it at the organizational level at the couple of the key practices,
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it’s still best to implement at the team level because that’s just the way we mostly focus and function. Now, the other piece that I want to just add to this as part of what we’re trying to do is not just to do a humdrum humdrum job, but to do an exceptional job. And, and that is I know, is usually, you know, a major driver for almost anybody in
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In in social change, we do want to make the absolute best impact for those that we serve.
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So again, this program and what we are doing is very specifically geared towards you who are wanting to uplevel your capacity uplevel your teams and uplevel the way you are working in your organization. And so to move and shift and it’s a constant work, a lot of the work that we that we do in our lives in our, in our social enterprises, or our nonprofits, whatever we want to call them.
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We often do say we raise our hand in the beginning and it is because it’s we start with a passion with an interest with the Curiosity born out of some kind of passion. But we want to move from passion to being able to be systemically
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exceptional. We want to make sure that the way that the practices we put in place the culture about teams becomes something that is
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exceedingly good. Not it becomes great and not just good. So I’m going to use the term exceptional a lot here. You could easily use the term great.
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You can use the term you know, any any of your favorite words, and no favorite words come and go throughout, you know, as the years go by. But anyway, the point is that this is a leadership course. And I want to also provide the big picture view so that when you, when we get into the nitty gritties of the strategic actions, you’ll see how they play a key role at from a larger level. It’s like I’m just, you know, like zooming back out over the planet and saying, Okay, well, that’s where America is in relationship to Africa or Australia. Okay, now I’ve got that in mind as I zoom in, and I
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And I stopped looking at New York or Cleveland or Columbus or, or a render in the Bay Area.
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As you get in closer, you still got in your mind a big picture, you still understand the context of what it is that you’re doing. So that you when you understand the the specifics, and we will absolutely get to, in the part of the course of the six weeks, we will get to two main, what I would call them little mini systems that are really important to get into place and it takes time to put them in place. But having the big picture of how they work helps you to see how they functioned in context and the importance of sustaining them because in the end, we don’t want to just provide little tips and tricks that you pick up and play with one day then you sit them down and then you walk away and they become irrelevant. You know that was that was an
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Nice little shiny object. And that was fun for a couple of days. But it doesn’t make any sustainable difference. So it’s it’s, it’s critical that you as the leaders, the team leader or the organizational leader, begin to see the bigger picture of what it is that you’re doing. And you know, so in other words, not just the passion, why, but the systemic, why for your organization and what you’re doing
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as a team.
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And so, as I said, what we’re doing here, this course is providing understanding of fundamentals. So we went over some of the fundamentals of some of the journeys last week and some of the aspects of what we’re doing in social change. And and this week, I want to look at more the another way of looking at how to how your organization some of the key factors and some of these ideas, I will not I will introduce the idea
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to you today. And they that will form a backdrop for many of the things that you do, the information will be there. And you will have this as a resource. But then, then the main focus, as I said, there’s going to be two essential systems and they are that’s associated with or identified onto the stakeholder journeys. And then just it’s a, it’s a common term that’s used in many different places in in businesses and startups and
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mission driven organizations. One of the ways a very simple system that can be utilized as the okrs. And we’ll get into that more in detail next week. But the point is that all of this gives you the context for that.
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And I know that social sector leaders pride themselves in doing good for the world. And so part of the point this morning is that for you to be of maximum service
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And to make the maximum impact that you want and to have the you know the capacity to really influence others at larger and larger levels you know levels
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that you need you will need to have a ferocious what I can what’s called a ferocious focus and doing good only if it fits with your hedgehog concept. Have any of you heard of the the the hedgehog concept?
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Just maybe in I don’t know whether in the chat Has anybody anybody heard say yes or no just Yes or no? If you’ve heard of any of that concept
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I guess I don’t know whether it’s that I can’t see the chat while I’m on screen share maybe that maybe that’s it. But the hedgehog concept is is just a you know, one of those ways people like to
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they align or name or give her a sense of character to
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different different animals to different people or functions. Now the contrast here is a fox. Now fox is very smart, the fox is very quick, the fox runs here and there and does a lot of different stuff and moves all over the place. But the hedgehog is much more of a slow mover
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and is really, really fun Park because it’s slow mover, but is much is very, very focused. And so one person I think his name is Jim Collins use this concept and a lot of people utilize bits and pieces of this, but it just helps to understand this hedgehog concept. So what it is, and we’ll get into working with that a little bit today just to test that out and see what it’s like. But the key thing here is to
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have a very clear focus an understanding of what your core purpose and mission is. And and the hedgehog concept looks at how you align them your purpose and mission.
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How you work with with,
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with people, you know how you present yourself in the world, what you are known for, and, and also your your funding, the way you set up and do your funding.
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If they’re not aligned, sometimes you’re creating more work for yourself then you have time for or that is optimal. And because social entrepreneurs are, have usually an enormous desire to do to do to make huge difference. It’s all more important to align and to make sure that you
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You can when necessary always also say no to things that you could do, but actually make you stray from your core mission and the way you uniquely
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do that work. Now, a lot of people, for example, I know grace works in with a women’s organization. And so a lot you know, there, you’re not the only women’s organization out there, right? There might be one or two others,
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right? Especially go to Commission on the Status of Women and try to see you know, that we’re the only ones out there not at all. So therefore, part of what what is critical is to be able for you to be able to see that what you are doing in helping women is unique, and that you stay with that and you
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are known for that. Like that.
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Red Cross is known when disasters come, people often think, okay, it’s a disaster, I can help by connecting with the Red Cross. They are so well known for disaster relief and for blood. I mean, they probably the two things that you you just automatically think of. So over the years, they I don’t know exactly how they began. But the point is, they have developed a very clear sense of mission. People understand, you know, who they are very quickly and clearly, and they know, then then they align their funding processes, with their core mission and their unique way of doing business. So, whenever there are tragedies and and crises, for example, with this hurricane that just came in and hit land down in Alabama, Texas, whatever
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People will be collecting funds online, a lot of people will be, you know, will be simply funneling through to Red Cross. So they, you know, their funding systems are very well aligned with their core mission and their unique way of doing business. Now, I’m you are not going to be read crops, none of you here but each one of you will have a core mission and a unique way of doing business. And some of that, you may be very clear on that already. Or it may need to still be honed a little so that when you come up to somebody and you say,
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sip tea or you know, for example,
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if if Anya was to say that he he works with sip tea.
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People would very, very quickly know exactly what it is that he’s doing, and how he helps people and then they know how they can continue
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To that, to that way of doing it. So the point here is, some of this is not rocket science, but a lot of it is making sure that what you are doing is actually aligned. And that this is what you are actually doing in your messaging in your, you know, as you have choices as to go out and figure out how you’re going to get your funds I do making sure that it’s aligned. So we’ll go into into some little activity.
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Play with that concept of the hedgehog concept later on. But, so this is we will be looking at this. So last week, again, we looked at the stakeholder journey, we looked at this eight steps of social change that organizations can facilitate. So there there is and that’s more about, you know, zoom out to the continent level we’re bringing, we’re bringing people on this journey of social
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change. So we need to look now and we’re looking closer at your, you know, organization,
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your organizational framework to understand how your model, the way you are structured and its stages of work are not just good but are really good or impactful, and then not just functioning. So we’re going to be spending a lot of today looking at some of these elements that go into your, into the your work of your organization. And the exercise that we’ll get to at the end of the day is going to be I’m going to give you homework to do at the end of the day, which will help you
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go out and connect with one of your stakeholders or one of your stakeholder groups as a place to start and get some get your feet wet with understanding what’s what when
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You can more powerfully clarify and align your thinking along with the practice and practices for the greatest impact with
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your stakeholders. You’re the ones that you are, whether they’re the beneficiaries, and you do this and you need to do this kind of thing in each area. But we’ll start with just one stakeholder group. And, and, and start with you doing an exercise that helps you connect with that stakeholder group. To help you clarify what it is you bring that information back into your business, for you to align your outreach and your communications with people.
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Because in the end, taking people on a journey, it’s really all about you communicating creating structures, creating a journey for them to go along. To to go
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On with you, it through your programs, through the training that you do, whatever it might be and making sure that they are structured in an optimal way because I want you, I want your organizations to be great to be exceptional, not just muddling along.
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then next week, we’re going to be getting into that the other key practice which which will be the Okay, okay, oz, we’ll do some follow up from this week’s homework.
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And then we’ll start to get our feet wet with the okrs. That’s all next week. So again, just really quickly, the stakeholder journey that we went over not being not aware of problem were solution aware, you know, aware that your product or services really exactly what they want because you this is where you need to be able to answer
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Send your your hedgehog comm you know your hedgehog
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And then you you need to be, they need to be aware that they can participate and have an experience with you. But you also have to have ways that you present it to them. And that this is a process and understanding that this is a process a journey that people go through. Because I again, I cannot under underscore enough that people just we because we work with what we work with all the time your own organization, we get so inured. We don’t know.
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We, it’s really hard for us to come and look at our organization objectively as if we were encountering it for the first time. And yet this is what we are needing to do is to encounter people
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and bring them on this journey, know where they are in this journey and bring them the rest
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Have the journey, time and time and time again, that activity will never change as you as you work. And so having that clarity that you’re bringing people in that journey, I’m underscoring it, because it’s so important, because I say people underestimate the importance of, of taking the journey, ensuring there is a, a journey pathway for people and making sure they go that every step of the way, but there are waypoints. And they go every step of the way, so they don’t crash and burn on the way and drop out.
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we looked at the eight steps of social change. And again, I think they’re I put that up there. And this is just more background. And we will get to this later on. But they’re understanding that there are things that organizations can do
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to help people move along that journey. This is the big lie
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Your picture of social change. Again, this is where, you know, again, you one of the reasons you have to get people’s attention sometimes you need to, you need to create urgency. It can’t be false urgency, but it does it does need to be. You do need to be able to make it clear that timing matters. windows of opportunity open and close time is a serious thing. We never get it back. You need to work with your stakeholders build a guiding coalition you need to get the vision right. And part of this hedgehog concept goes into making sure that you have the vision right, but it’s a co creation that needs to be done with your stakeholders and with
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and with your team members. Communicating for buying is a is another thing and we’ll be looking at that a lot
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in the as we go on through the exercise that I give you later on today.
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For the stakeholder journey, and you’ll, we’ll get to that, then you then empowering action. One of the ways that we do this in the organizer, organizational structure will be through the okrs. So that’s, you’ll, the okrs are very powerful way to empower people to be clear, to take ownership of their work, and to also be aware of whatever else is going on in the rest of the organization. And that’s.
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So that’s empowering action. That’s one of the ways there are many ways to empower action, but it’s, but that’s one of the ways that we’ll be addressing in this creating a culture of acknowledgement and celebration, that’s short term win wins. Okay? Ours help with that. Because you’re constantly aware of your goals and your objectives, your objectives, you set them up so they can be measured, so you know when you reach those goals, so you can
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Yay, yay, you can celebrate.
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And that’s having a culture of acknowledgement and celebration, not just false, you know, hey, you’re great, but for no good reason. But when it’s backed up by the things that you are doing the goals that you have in meeting those goals and objectives, through the processes that you set up, then that kind of celebration is really
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it literally gives you a rush of endorphins. It makes you feel good in your body, it makes you feel good about your work. And people time and time again, acknowledge that, especially those who work in the social area, the social sector.
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Money is not the ultimate but having doing meaningful work is is important and that’s one of the challenges for many
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In the business world who who are only in in a structure that is really all focused on the bottom line, oftentimes they do not have a sense that what they’re doing matters. And it’s a very draining experience for them. And many times, that’s why there’s, there’s churn and burn in, in a lot of businesses because there is not even enough time spent communicating by the leadership, that about the meaning of each of the different tasks, each of the different goals, why it is significant, and how their contribution is invaluable. So having a sense of, of meaning and understanding that
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is is critical, and the okrs really, really, really help with that. And again, keeping at something if you’re running all over the place like the fox and you’re wondering
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To pick up shiny objects all the time, just because they’re really nice and we all have, you know, occasionally have shiny object arrangements and syndrome. We love those shiny objects. But
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if we keep on chasing chasing those things in the moment very
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you know, we get off track, we move away from our hedgehog and hedgehog view and, or persistence, perhaps more than view.
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And then we become our organizational activities become less than Great. So having having clear objectives and key results, also means that, you know, clearly when you’ve gotten there, and if you haven’t gotten there, you got to keep going. Sometimes we just have to persist in what we’re doing. It’s it again, a lot of this is not that much rocket science but making sure
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That the culture of your team, the culture of your organization is is focused on these, this kind of clarity. And there is accountability built in through something such as the okrs. Then, again, things just get loosey goosey in the end the, the discipline that is needed. And I don’t know whether everybody wants to hear the term discipline, but we do need to be disciplined if we’re going to be doing the work that is meant to be really helping other people in the lives. We can’t just get up in the morning and decide, hey, I don’t feel like doing this today. We get up in the morning we go to work, there’s a discipline there.
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And that the but what we’re looking at here is in what ways do you show up at work? And what kind of are you structuring your business to be optimal through its culture?
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We have to in the end, you know, making culture stick. That’s one of the big challenges for a lot of people as they deal with in the in these times of where everything is changing. And when technology is changing everything so much. And now it’s COVID changing everything so much in a lot of our systems are shifting and changing. So we almost have to have a new way of working. But it takes time. I think everybody’s seeing that it takes time. At first, it’s unclear what it is, we’re unsure that it’s going to be the best. And then even when we do start to settle in on and get habits around a new way of doing things, we still do need to continue to iterate and make them and improve them so that the new order is as effective and optimal as as we like. So the model that we’re looking at this morning, so that was really I just wanted to go back over that again.
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In a lot of that’s what we kind of looked at last week, I wanted to come back in and let you see this is where we’re going as we move into what I call the exceptional model. I guess I, I’m using this because I do have a and I might end up in inviting you at different times to be interviewed on on the
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show. It’s it’s a,
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it’s called exceptional TV. And it’s just my way of
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looking at the people who really do make in honor of john lewis is, you know, good trouble. Because change in our world doesn’t happen smoothly or easily. And too many times we go forward and then we go back as a larger society when not
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incapable of going backwards. Just because we’ve made forward steps does not mean we always go
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So we, but we always need people who are really the exceptional ones who are willing to get out there and make good trouble in the world. So
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anyway, so I use exceptional with out the E. And so that’s just my little thing. Anyway, um, so defining now when we get to the kind of the business side, you know, the doing, doing the organizational stuff.
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When you’re in the social sector,
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you kind of I kind of want to talk about I’m using the term when I use the term business here and the words get all over the place, but it’s more thinking about the administrative the the structuring the systems that we put in place, that are often thought of optimally as business but when you
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Putting when you’re doing social in the social sector, it’s it’s not exactly accurate to define a business exactly the same way as you do in the the completely for profit world where you really just there and the bottom line, and everything about your organization is measured by the profit at the bottom line. And that is not a good way to measure whether or not your organization is successful. So that’s what we’re doing today is looking at what we can do within the business side the the structuring of the the organizational side.
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to also be clear, because one of the powerful things about businesses, the bottom line tells them at some level, whether they’re doing well or not well even in times
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If a large corporation has a good culture that really takes care of its employees, and really helps them, you know, takes care of their health takes care of their, their, their
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emotional life, their emotional intelligence, pays attention so that
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you can go in and you can see sooner or later that that there are not the tensions within the organization that start to drain the bottom line. Those companies are probably more likely going to be successful because they are really taking care of their their business as a whole is doing a service to Okay, it’s just their employees, but also, you know, they’re their customers.
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But the point the point there is, even in that world, yes, you could say that how well they’re doing is, is a measure measured by
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Bottom line. But in reality, there are other ways to measure like whether they’re the top best top companies to work for in the USA or something like that. There are other metrics that make a company good. And especially in this in the social sector, so part of what we’re going to be doing here is we need to define success for for your social enterprise. That is more than just the metrics of Do you have enough money to do what you want to do? That is a critical metric, but it’s not sufficient to decide whether you are a great social enterprise. So we need to begin to identify what you consider
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superior results for your organization.
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And you know, this is where we start to look at and this is where we start to get in to head towards this
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hedgehog concept, but we want to look at starting with the end in mind, we want to look at the superior results, what is it that you will be able to will happen that you will see and they might be.
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They could be
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you might be able to measure them in metrics, it could be measured by people, but probably you want to have some kind of qualitative as well as the quantitative measure of the quality of people’s life. And so, then you have to think Well, how do I measure that? How do I know when I have positively impacted somebody’s life in the way that I intend or my organization intends to impact their life? How will I know that?
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How will I know that I am getting the results I plan
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So it’s going to be important. And I’m going to give you an exercise in a minute to just begin to test out thinking about that I’m going to do just an exercise. Looking at this just for a moment, we’re looking at this was one using this,
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this framework here,
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great greatness at the Cleveland Orchestra. So
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clearly, money is not the way to measure their success. So then they sat around and they figured it out. And I’m going to have you sit around in a couple of minutes and do this exercise. And then I would encourage you to have this kind of a conversation with some of your teammates to to understand even if it’s just to see how different an opinion you have with somebody else. And then then that creates an opportunity for conversation is are you really focused on Are you clear about your your your core objectives and goals. And
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again, a lot of
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The things that we do in this course will tie a lot of these things will tie back into one another, which is why I’ve come up with these core practices and things to do. So hopefully we just keep on a tech, you know, coming up some of these things from a number of different directions. But hopefully you won’t get too confused. But the clarity will come as you do the exercises, the homework, but here, so for example,
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the Cleveland Orchestra is seeking a social objective. They want to, they don’t want to be just a whole hum orchestra, they want to be in one of the world’s best orchestras. So they want to perform, they want to have superior performance. So then what they they sat around and they decided, Okay, well, how would they measure that? One way? They said, the emotional response of the audience, for example, the number of standing ovations increased. That’s something
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They could, they could see that that is a way that people really thought that they were doing a great, great job.
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They also decided that
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their superior performance could be understood by having a wide technical range. So they would not only choose the pieces for them to play that were easy or well known, but they would all but they would be understood. Some of them would be understood to be very, very difficult. And yet they could play them with excellence.
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And that could be they decided it could be soothing and familiar classical pieces too difficult and unfamiliar modern pieces, they decided that that would be another way to show that they had superior performance. They also identified you know, increased demand for tickets.
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And whether they would get invited back again. So the there’s all different ways of this is just to give you ideas about how you would for your organization.
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You might have ways of deciding, okay, you’ve got more referrals, somebody
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somebody participated in one of your programs and they not only came back a number of times, but they bought brought with them a friend, maybe that is a way for you to tell whether your programs have been successful and superior, or whether that’s not happening as you identify these kinds of clear
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markers of superiority in your area. That also helps you begin to figure out okay, well then, if, you know I Oh, we also need to set up ways to make it easier for people to refer people and bring a friend
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or something. Anyway, you can you can see that this kind of starting with the end in mind typical, you know, you’ll have I’m sure you’ll have heard that from Covey’s seven steps begin with the end in mind or for you know, somebody working in the tech field, they will, you know, deconstruct something you you end up with the ideal
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product that they want, then you have to dismantle it and figure out how all of the pieces that you need, you start with the end in mind.
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Now, then the old they also helped clarify their distinctive impact.
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So, they decided that the Cleveland style of program programming increasingly copied and becoming more influential so they could see that they were being distinctive, and identifiable and standing out because others were starting to copy what they were doing. They
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saw that as a, as a, an identifier of their impact of their distinctive impact, they would be able to see that they would see that their unique approach is starting to show up in other places. And they could see that that yes, that is that something that is very distinctive for them.
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They consider something that is distinctive about the Cleveland Orchestra is that they have a key point of civic pride so that the cab drivers say we were really proud of our orchestra, you know, if
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tourists come to town and what does the cab with this is back in the day, the cabbie would say, you know, hey, you know, and that’s where the the orchestra plays and we’re really proud of our orchestra. They would know that then they were being superior. They were being aware, all like the Red Cross. You know, the hurricane comes in
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People know that they need what they want to help, they want to be able to contribute. So they literally go find the Red Cross website, because they know that they are not that that that is that is distinctive, because they’ve got that clarity.
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And of course, the longevity, the losting endurance, that it that it stays that you built it into your system, that that, you know, in their case, they said the strong organization before, during and after Tom Mars has tenure, I guess 10 he was the
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I don’t know whether he was taking care of it or whatever. But this this was just an example of this type of way to assess. So it’s starting with the end in mind. Now I want you to spend.
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assessing your impact. It doesn’t really matter whether you can quantify your results, but you need to be able to identify them and what matters is
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that in the end you rigorously assemble evidence, and it can be qualitative and quantitative to track your progress.
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If bias by identifying having some clear markers of superiority in your field, they are giving you the targets. They are beginning to be ways that you can then measure how far you have come along in your journey
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towards superiority towards being exceptional. That matters. So the key thing is to have very clear specifics, not just the idea of being superior. So, this is where you need to be.
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If you’re thinking about qualitative outcomes, qualitative objectives, you need to think like a trial
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Law lawyer and assemble the combined body of evidence like you know, you know that you’re being referred somebody else was referring you, somebody else is asking you to come and speak at their organization, these are this is all evidence that you and all your organization are starting to be identifiable and to be superior, considered superior. And then you might also have markers, internal markers for your, for your organization, whether it is superior, how easy it is for you to to fundraise how easy it is for you to get volunteers, how easy it is, you know, there are all of these kinds of things that you that you could possibly choose. But at some stage you need to identify your key markers for what you consider as being marks of superiority for your organization. And and if if some of those things
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More statistical in nature and measurable by how many people you have coming to your events, that could be one of the markers that you have, you know, this year, you know, you have twice as many people coming or as you did last year, that could be one of the way points. And your ultimate goal would be then more something that you are always the first organization to be invited to speak on women’s issues or something like that. Anyway, whatever your goals and objectives but the important thing is and and i would and I want you to think for a moment I, I’m going to give you
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five minutes and probably end up a little bit longer and I’ll answer questions first.
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But for how how you can assess
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what is exceptional for you, for your organization, or for your if you’re organizationally working
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You know, responsible, you can do it for your organization. If you’re responsible for team, then think about it in terms of the team. So do you have this clear? And do your share these? You know, are your team members aware of these? Do you talk about what would be considered superior results? Are you able to identify them qualitatively, quantitatively? What makes you distinctive? And do you have this kind of, you know, has this become part of your, your your culture, your team culture or something yet, and or how will you know, when it is a part of your team culture?
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So, I want you to take just five minutes, I will just, I’ll
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leave that there. Actually, I’ll stop sharing for a moment.
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And just simply ask, first of all, do you have any questions and then I’ll start a timer and then then I’ll give you you know,
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Five minutes, 10 minutes for you to think through that process yourself. Now, you what you do here is just to experience what it means. So then we can ask questions. You know you if you’ve got more questions about how to do this, you can ask questions, but also so you’ve got a little bit of a muscle for it and you you would consider going back with your team and thinking about
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thinking about how you can do that with your team take taking the time to identify what superior results would be for your team. Does anybody have any questions for the moment?
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Okay, let me see if I’ve got that in the chat.
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No questions. Okay, so why don’t choose just take a couple of minutes and I will
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put that those questions again. And I suspect as you do it, you might end up with
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There we go.
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Just, you know, brainstorm, consider it just just write down things that you would consider measures ways to measure and assess
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quality qualitatively and quantitatively.
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Whether you and your team, the work of your team, or the work of your organization
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are providing superior results.
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I should give you some
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Do you want to go first?
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Are we done? Oh, not necessary
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Sara Lee still got a few minutes
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if you done
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Still got a couple of minutes to go
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So you you’ve got some some thoughts down.
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So either view, Jas, I don’t know whether you’re still there if you’re ready to share with us some of your thoughts.
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ways that you can
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I couldn’t quite understand.
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Okay, if I’m you or Grace
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I’m going to name one of you if you
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if there’s not a volunteer, I will volunteer you.
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Okay, yeah, um, one of the things that came up with is
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basically, like, what we’re trying to do is really not trying to do crisis management, but
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giving people the tools to become solutions, right.
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They can create their own stories,
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and also write their own narrative.
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So designing a program that is huge around that.
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This morning, I was thinking, looking at our organization as
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an operating system.
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Just like a computer, you have the windows, you have the apple operating system. And when you go to phone, you have the Android. They’ll have different applications.
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You know, not one person downloads all the applications, but they don’t know the applications on a need basis, need to take basis if I have a need for awards, then I download an app application that would help me to what documents if I need an application for editing
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videos are done with an application for that. So it’s not a one size fits all.
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So we are looking at it that we have these operating system, and then applications that will address specific individuals specific challenges, rather than a program that it’s like you come in, for example, I was talking to someone yesterday about domestic shelter.
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You know, not everyone who is involved in domestic violence wants to go to a shelter, right? They may want to stay where they are, but they just need the support and the tools to overcome the challenges they’re having there. So that is an application that will create so he does what they need to offer that to them, if they need a shelter, will offer them the shelter, rather than so okay. So then in that situation, then the the, the objective or what you would consider would be a superior performance in terms of what you’re doing.
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Trying to do your unique piece is that when somebody comes to you or when you find somebody who is in need of support or assistance, you can find something that’s appropriate to their unique situation. So, so then your being superior in that case would be being able to create a, you know, a customized situation for every person who needs your support. And yes, then that becomes your, your, your target objective.
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And, and you can measure whether or not you’re performing exquisitely or not as well as you’d like. If every person you either come across or who comes to you, I don’t know how you find people or as referred to you that you can create a
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track for each person that is customized and they finish, they end up what would be your metric there? You said you want to give them the tools and solutions so they can create their own stories. So that maybe the end result would be they are they reach a point where they make a video describing their journey from terrible to fantastic that would be right and so there you can see that there they then become very specific. Not just you know, I want to help them and help lots of people but they then become very you’ve got something where you say you so you can support anybody and everybody with a customized plan for their journey from victim to to survivor, or whatever language you use. And another one
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One is that then they complete that journey and, and concelebrate their story by sharing it in, you know, in whatever way anyway, so then they become very specific identifiable ways that you know, and you can then also show other people. This is what we do we take people from here, we customize the journey, and we and we then, you know and hear that someone hear their stories, hear their stories, listen to their story, don’t just listen to me. So right there because you’ve identified those very specific things
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that will show up you know, when you do when you are great and you are doing that work, then then you’re already starting to put into place identifiable activities for your teams to do help people develop this reason do the videos that help
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Help structure, you know, help create customizable journeys for your people. And these are also things that you can then talk to
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you get out of the just talking about the theoretical, nice stuff
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and talking about the specific actions and journey that you are taking people on. And that you can then show to people and prove, and when people see that they see what you’re doing, then they go, Oh, how can I help them more likely in any way then.
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So, again, I urge you to think about what you’re doing and to brainstorm with your team.
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Additionally, like that as to what are some of the very specific, measurable, it might be not in numbers, but it could be in
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stories or whatever, to identify that.
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That so that that is clear a little clearer. It is yes. Yeah. Grace.
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I guess like for me, it was pretty challenging to even really focus because one of the things that I do think is
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a big challenge about women’s Federation is that it’s so large and so diverse, that there isn’t really that like really clear focus. Um,
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but I guess like
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that one of the focuses one of the focus
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all right, often, the UN Office is definitely to create long term
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Well, what’s called long Yeah, long term lasting, sustainable relationships. Um,
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but again, like for the sake of what is kind of like, where the question mark is,
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at least for me, right. Um, so because of that a little bit difficult. I do work a lot with interns and volunteers. And so I think in that area, you know, that was what was coming up in terms of superior results. I guess, like, for me.
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What comes up in terms of all that is clarifying, like having something that has a clear message, clear, unique perspective that we bring to this area of
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not just women’s
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But to the building of sustainable peace, it’s really what it’s about.
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And based on that clear vision really, you know,
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our organization be kind of like one of those, like a sought after organization for interns, or, or volunteers who know that they can be supported in mutually beneficial relationships through working with us.
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Right, yeah. And, yeah, it’s
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painful. Yeah. And and it’s, and you you experience it as a problem. And it is a problem because I think it needs does your organization does need to
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do a little bit of work there and it’s not something I can do for you or, and as you know, you and I know that there are those in the organization that
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Want to somehow do this, but
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you’re not going to be able to do it for them.
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But what, where where you can start to clarify within your sphere of influence, which as you are getting down and thinking about, you’re working with volunteers. So even right there, you can begin to identify what what would you know, for a team of volunteers, you mentioned that you were working, you wanted to be known as an organization that that would help train interns is that what
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or that it was good for people? It was a good thing that people in your larger organization, could you clarify that a little bit? Well, our our entire kind of like, at least in my office, yeah. Like our entire perspective is one of service first and the idea is not
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to define them.
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roles of interns or volunteers. So it’s really this experience of mutually beneficial relationships where
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first, but if the services first you still got to be served.
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So the sense, like the way that like the internship kind of works is that it’s really
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designed by the prospective intern or volunteer. And then using our relationships with, with UN people at the UN or whatever, you know, we fit people together. And so it creates this kind of like trifecta of like, the interns or volunteers are benefiting from getting a gateway into this area. This area of
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you basically then acting more like a dating app for interns in the UN.
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I guess I guess you could say that
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Not so good. It’s also impacting us in our influence. Okay.
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Yeah. But anyway, but Okay, so
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you don’t necessarily just have to have one thing, but I mean, if based on what you just described, that’s what you’re essentially doing. You’re matching service.
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You’re matching interns with appropriate places driven by the interns? Are you? Are you driven by those who are taking on the interns at all? How are you? I mean, you who you matching them with and how it really depends on the intern. So like, it’s not always like about matching them to someone, it has happened but other times there’s like, you know, they want to do a research project and they want it to be for course credit. So then in that situation, they can use the internship time to develop research and they just get access to the meetings or whatever they need to do research or
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Other times if we have established relationships with certain people at the UN, and they’re interested in that area, they’re there, you’re you’re just providing a service for individual individuals, they’re not providing you any service.
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They do provide a service because some of them are, they represent women’s Federation. So it it gives us a presence at the United Nations in in the areas of focus that we are involved in. Okay. And that’s and that’s satisfactory at the moment while you don’t have a clear
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So right there
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you know, one of your objectives as your as the the the UN team there is to create an optimal matching service
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exceptional. Now, do you do you want to increase the numbers how
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Well you know when it’s doing an exceptional job
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do you have any any way to indicate whether or not you or are you just okay with just getting that done and that’s that’s kind of okay and
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or do you want to have an impact on those people who are
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on the interns do i mean are you are you are you getting orientation? Are you doing anything for them there so that then they either encourage others to do that and internship with you have or is this just kind of a really
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you’re doing it because you can do it
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and you need to do something
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you thinking deeply or or did you freeze
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Looks like grace froze.
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Okay, Grace. I
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can anybody else hear Grace? It’s not just me right now you guys seem to be moving but okay. So Grace I’m going to I’m yeah, she dropped off.
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Okay, maybe Hey, you came back? Yeah, why pick it up? Yeah. Even in New York City. Yeah.
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Yep. So, yeah. So
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are you is women’s Federation or even your team striving to be you know, to do an optimal job or is there anything else that it does that it wants to do really, really well? Or is it just you’re getting it done and you get it done?
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Is this just right is this raising questions?
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I mean, these are a lot of questions that I already have.
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I just have no answers.
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I do like there is a sense that like, no, they’re, you know, sure we want to impact and like, I think the impact is to provide, at least for me, what’s emerging for me at women’s Federation, is that I want to be able to develop a cohesive and coherent
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narrative of like, what you, you know, what gender equality and what women’s empowerment looks like, from our perspective. Um,
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you know, be known for that, like, be understood for like what we actually because, anyway, women’s organizations have a very diverse array of understandings of these things, and I don’t think women’s Federation has really crystallized it for us.
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So that’s something that needs to really be clarified before we can even move make moves in terms of like, you know, being being an organization where other organizations might ask, Are you in reps to speak at their events or?
Unknown Speaker 1:12:16
Or be you know, like, just be known for whatever that is, but I don’t know what that is yet, we do have the opportunity to just create a small informal working group that starts to work on this and you you start to clarify your objectives for that working group. Mm hmm. And then you just say these are I will know that this working group, this informal working, you could you could go to your boss and get permission to do this.
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I think, um,
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and just identify what it is that you want to do and it can evolve and that’s fine. But if you identify, you know, what would be the moment
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Your outcomes, what would you know, if that working group was successful, you would have a paper you would have a presentation that you could make you, you would be starting on a journey of clarifying. I mean, you know, anyway. So my point here is you and I can understand in a larger organization, you’re faced with different challenges, especially when you’re not, you know, the boss of the organization and that, but it’s not like there’s nothing that can be done. And so, I speak to you as a leader, pointing out these, these are some of the ways that you can begin to take action and some of these steps that you need to take, whether you’re a little leader or a big leader, that’s the secondary, you know, just initiating a process that’s leadership, leading your life well, and you can do this also for your own life clarifying How will you know for your life
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When you have lived a remarkable life, what are some of your goals and they can adapt and change? That’s fine. You know, because we have, I was going to be an astronaut when I was a kid.
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I figured first step I needed to come to America I got to America. Um, you know, but I got I got a little rerouted on the way so my you know, my objectives and goals change, that’s okay. But but so even in your case and your particular situation, you can either focus on and and on doing this work and thinking about using your exercise, the way to think about all of the things that were going on, were going we’re going to be dealing with, you can either do it for the UN Office, the team that you’re working with, or maybe you could stop and think about Okay, maybe I do want to create a little informal Working Group on this. have young second second gen as I understand. And or whomever’s. I don’t know actually.
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So what is going on? Yeah. So so there is one like that working on this. Yeah, it’s intergenerational and
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second gen as well as Yes. In terms of volunteers. Yeah. Good. So then even if it’s just clarifying, you can use that as your example. And you can you can identify your qualitative and quantitative objectives for
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for that team so that you know, when you really have done and not just when you when you’re finished, but how are you going to know that it’s been exceptional, that your job that that working group has done an exceptional job, stretch, you know, reach a little further in your thinking and your understanding so that you, you know, you you push hard,
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not so that everything breaks, but you know,
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But so that you’re not just thinking safe. Don’t just think safe
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goals and objectives. Okay. And James.
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That’s good grace. Yeah.
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Yeah, you might get the question, right.
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I walk in.
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I also have a new developer
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and welcome to the show.
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I’m fine really really hard to understand. Understand you is
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your microphone I guess it might just be the unfortunately just be the
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Uh huh. Go ahead and just speak slowly because the the sound is not clear to me. I don’t know whether it’s my ears or the sound
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what I want
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going to show
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I want to walk through
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for you to walk with
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with the assessment of what he actually wants to do, because it would be wrong for you to go ahead and
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in breach or community that nobody
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knew right away rivers
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will be multi asset from and won’t be a
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I lost you James.
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Do you want to do you want to call me on my by WhatsApp and see if we can hear you better using WhatsApp and then say you know, maybe stay on the stay on zoom on that might be too much bandwidth and then get back on the zoom afterwards. I’m having a very hard time to understand you.
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Yeah, let me know.
Unknown Speaker 1:19:56
Hello. Oh I can hear you
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Yeah, very good. Now what is
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for me to be able to access Jesus when
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I heard you that time
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maybe I’ll have to have I’ll spend some time with James separately. talking through the situation, his situation with him
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but I think it is also good for you to hear other people’s I I wish you were here, but the
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I guess the internet. I don’t know what happened, but here we go.
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Okay, James, let’s see if we can hear you this time.
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Yes, I can hear you.
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Here we go.
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In fact and durability of a project of any war campaign, there’s something that I have to ration and put that aside but I will say he been able to measure up some
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Sorry is that
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before me and the people that I need to consider are the factors that will only be responsible for change. One of the factors may include,
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but not in that environment, right, where they work it may be that
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the attitudes and values of a one work, culture of walking. Now, notice at the back of my mind, because my work is to assist people, communities and organizations to perform and function optimally.
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You consider the processes of change, which would be
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evolution that is combinations
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More More advanced and
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Boeing and de fusion.
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I am working in the community where we see
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the only that
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I’m getting some of that. So.
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So you’re, I mean, you you as a social worker
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are clearly a heart driven person and you’re looking at organizing the reality of
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even the local community not doesn’t have this structures
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Can you? Did you were you able to identify for you working as an individual? Do you work in a team? Or are you talking about creating an organization?
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Are you are you do you have a small organization you’re working or are you planning to form a small organization? Or are you already working in a team?
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Yes, I would.
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Okay, so thinking about the team for the moment, because this what what I’m endeavoring to
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learn here is it’s best to learn in an instance in a particular situation. So, in your team, do you have ways to identify
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what would make when you are performing optimally as a
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what what would How would you know that your team was was operating as the best possible kind of this this kind of team best in the world
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you know not doing your job but best in the world what what would it be doing? And how could you measure that? I they
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qualitative ways of understanding qualitatively and behavior or in metrics in specific
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outcomes, like the number of people on the team or growing team members or more work done, or work done in a certain way? Do you have ways to identify how optimal how your team could be?
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How you would know that your team is optimal? If you woke up tomorrow morning, and it was optimal? What would it look like? What would it be doing? How would you know?
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means that we might be different to you
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and Google to make life better for the community.
Unknown Speaker 1:27:14
I’m gonna interrupt you James. When you say make life better, how would you know that life was better for somebody? Can you this is the point here is to be able to turn your, the the work the the, the longer term objectives that you’re looking at, into something identifiable. So making it better what does that mean having more
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you know, more livestock more
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more running water more
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school, you know better grades at school, you know, I just don’t know what you mean.
Unknown Speaker 1:28:00
I’m going to have to because it’s still really hard to understand everything you’re saying and I hope, I hope I’m clear them.
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But maybe if you write down and put in the chat, James, a couple of the points that you would be able to identify as when you make somebody’s life better when your team makes somebody like better, what would it look like? What would it be specifics? Not just
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yeah, specifics. Can you put that in the chat, just type that into the chat.
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And then and then I’m going to continue on.
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I’m going to move on now.
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and I can maybe we can talk again later on to so that I can coach you a little bit later on. But for now, just because where we are in the class and with everybody here, we’ll move on for now. So,
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so I’m going to mute you Okay, James, and then why don’t you call me again after, after the class.
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So that was
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now what I want you to look at, and I’m going to go through this fairly quickly, so that you can have an idea of this framework for
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how this works and some of the things that you might consider for those who are creating teams, even if you’re in grace in your in your case, it might be you end up working with the people that you end up working with. But at some time, when you put teams together this is this is information that you may that may be useful for later, if I knew maybe this will be I think more perhaps relevant to you and and very much to James.
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let me go back to the screen.
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I will share again.
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So here we are back. The the framework for for
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looking at how to structure your and again you can think of it in terms of the unit
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So James, and grace you think in terms of your team or your working group or whatever, and they find you you can think in terms of your business as a whole. But it’s, the concept is the big concept is very simple. You want to have exceptional input if you’re going to get exceptional output.
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You can’t just stop stick you know, you know, that’s what nutrition is about. You can’t just put anything in in your body and expect to be healthy for a lifetime. You can’t just you know, even your car usually requires certain kinds of levels of octane or or not, you can’t put water in your fuel tank you have to put you have to put gas in your gas tank. Or if you’ve got a you know, if you’ve got an electric car you need to you don’t put gas in in the electric car. You have to plug it into the electric
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trick, you have to have the right kind of input in order to get the right kind of output. simple concept.
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But when we get to working with organizations, some of these things get blurry and we forget about them but I want to bring them to your attention and to look at them a little bit more in depth. Now, part of the input that I’m talking about here in terms of your your teams or your your social enterprise,
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is about is about the people
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that you’re you’re bringing in and working with.
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At the beginning, the top the top of this and is the lead of the discipline people the leader and in this case, it might be you you find a or in in this case, it could be you grace as the leader of a working group.
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Maybe you’re not I don’t know. But at if it’s not now then later sometime, you will be a leader. If you just want to think in terms of your own, leading your own life, you can still apply that here. And James the same thing. If you’re the you’re leading a team of people, the first issue in terms of putting in great input in the hope that you’re going to get great output is understanding something about the leadership and understanding about how you create a good team.
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And so you’re thinking in terms of disciplined people, leadership, and team. We’ll get into some of the details what I mean by that in a moment and just creating the structure here, then you look at the discipline thought
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that’s the capacity to look at
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At the facts of the situation around you, even when they’re hardened, they’re not the ones that you want to see. And the disciplined thought me in the context of your team, and that is staying,
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staying focused on the identity of the team and what its purpose is. And its mission. Because mission creep, and this was one thing James called me and spoke to last last week, he said, somebody brought brought hired, hired us to do one thing and now they wanting us to do something different. Well, that was an extreme case of what often happens a little bit more incrementally and is often called mission creep. And you don’t always notice that it’s happening, but that’s why I’m talking here about disciplined thought and especially you in your leadership capacity. You
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As the leader of a team or a group, or whatever it is, you need to be disciplined in staying true you can doesn’t stop you from forming another, another working group of some time or forming another team, but
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for the work at hand to make it exceptional to make it the best quality so that your organization does become the go to organization for your specific, identifiable role and responsibility. You need to be disciplined about what you do. It’s just as simple as that. So having your hedgehog concept and again, we’ll get to that and sticking with it. So there’s the issue of discipline thought. And then of course, there’s the discipline, action and again, the okrs and what we’ll get to next next week, next week, we’ll help you with that. And and the process of understanding that discipline practice the discipline to actually
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is one of iterating your way to becoming awesome. It you won’t start that way. But you have by having the goals and objectives by sticking to them, you can iterate your way to awesome. So, that is that is part of your process. And understanding the last one I called it a vessel or a Tesla some people call it an organization or a business or whatever it is. Because I keep on talking about a journey. I often go back to my my seed time days, and I always think of boats these days I think more in terms of a Tesla a sleek, low,
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low, I don’t have one wish I did low
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pollution output entity that has many, many fewer moving parts than a combustion engine.
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wonderful way to have
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That, that sleek nature. But there’s a difference between
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you’ve got to in many cases, most of you will have be having to build your boats. And so the question is what kind of boat Are you building, as well as make the journey. So there are all these aspects to it that don’t always take don’t always happen one after the other, oftentimes, they’re all interrelated. And we’re doing them kind of all at the same time. But we need to have a plan and set aside Of course, times to do each of those things. So the input in this in this instance, we’re looking at having discipline people, and we’ll get to what I mean by the leader and the who, what the discipline thought about facts and what we’re doing, we need to discipline our action. And then we need to have you know, the machinery the vessel, the structure, the organization. That is
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We’ll do that task, if it is optimal for that task of your work. And the output, again, is superior performance, distinctive impact and durable, resilient, durability being resilient and sustainable. I added.
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Sustainable is such a key catch word these days. I don’t I try not to use it. Because it you know, it kind of says it’s beginning to say nothing, but I do mean it in terms of that we when you make an organization, it is sustainable financially, organization organizationally, structurally, you’ve got people coming in, you’ve got people supporting it, it can grow. It’s not underfunded, and therefore it dies. So you’ve got to balance all of these things.
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was the that was the framework of those discipline people thoughts, action and the business itself the discipline, discipline leader in the social arena, I do want to explain that some people call it level five leadership you can look at this is as being at some level,
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sort of parallel to Matt’s loughs
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hierarchy of needs. So whatever else you could you can look at lots of comparisons, but, but in terms of leadership,
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there seem to be five levels. And you’ve got the highly capable individual where we lead our lives in a very, you know, with with very good at that level where we’re skilled, were disciplined enough to have those skills and we have those work habits and we do that work. So that’s highly capable individual then there’s a contributing team
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Remember, you’re able to work as a team with others effectively and to have outcomes that are that come from all the team working together. So that means having some level of emotional intelligence and listening to other people, being able to work in a in a team, not just always having to tell other people what to do, but being able to hear what others have to say and to contribute and to collaborate.
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So they’re there. There’s that skill level of being and having that discipline of being able to be a contributor in a team.
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Then there’s the manager level where you can competently manage a team and handle the resources. And so the managing a team means working with people and managing the resources that have that are available to you. So you have to
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Have people skills on one hand, as well as the ability to keep tabs on your resources, keep the office running well, or whatever it is that that you have to manage in that, in that sense. Then you’ve got the effective leader, which is probably more like your, your more traditional corporate leader, who you know, rules the roost and pretty much can hire and fire or give directives and they will be carried out. Not everybody can be an effective leader at that level. But
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there are skills that are able to pull all of the departments together, keep people clear on their objectives for the for the organization, and to keep all the pieces of the machinery going. Some people are more transformational leaders, some are more, you know hierarchical, just give
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You know, just just give the direction and the and everybody will follow. They’re all different kinds of structures of organizations and different types of leaders, but still, you can be an effective hierarchical organizational leader or an effective corporate leader by being you know, very, without having a lot of people, sometimes people skills you you,
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but the most effective ones do tend to have people skills as well.
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Then Then there is the level five
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type of leadership that is the leader who is more committed to a mission than they are to being the one on the top, who is the top dog.
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In other words, they are and that is, you could you could compare that kind of a leader who is
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committed to the mission.
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And has, as they say they build enduring greatness through a paradoxical blend of personal humility and professional will.
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They know they need to step in sometimes and just get the job done. But they also know that there are times when they need to get out of the way and stop being the block to the organization.
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Because there is something bigger, more more important than just there being in that top position. There is the mission of the organization. And very often when an O n person cannot, in a sense, get out of the way of the organization, that’s often when organizations start to start to get a bit blurry and and there there’s mixed messaging between the
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The leader and the goals and purposes of the organization. And, or another way of putting that that I think is sometimes helpful to understand.
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And that’s kind of understanding the difference between executive type of leadership which was more the level for leadership and legislative leadership, which is the one where, for example, the President of the United States is a lead meant to be more in the legislative position are responsible for the country but but and and the leader, but his legislative does not have all sole power. And there because there are diffuse power structures, you don’t have all the power in that. The position of the President, you’ve got
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you’ve got the justice, the rule of law, you’ve got the legend.
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slative bodies, and then you’ve got the executive executive role there. But the point there is, is you’ve got this diffuse power. And so you’ve got more complex governments and it and in those in that diffuse those defuse
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situations which most social enterprises work in.
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Because you’ve got your variety of stakeholders, you’ve got power sources and, and points of
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view influence that are diffused. They’re not all just, you don’t just have the person in charge of the nonprofit, for example, who’s telling the stakeholders What to do? That just doesn’t work that way, you know, you will know that. So the point here is in understanding that there are differences in kindness
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of leadership in the social sector, you do have complex governance, there are diffused power structures. And the reality is increasing the The world is more and more diffuse like this as we globalize, and as tech
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levels the world in many respects where you’ve got pockets that emerge of new sources of impact and influence, whether it be you know, even if it’s Tick tock, one week, Facebook another week, you know,
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MySpace, back in the back in some other day, you’ve got all of these diffuse places and positions of influence and impact in the world. This is more and more the reality of the world. So the kind of leadership that is needed increasingly needed are people who can operate in in very ambiguous environments.
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So understanding that this structure, I just want to go back to this from this structure, level five leadership.
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Being able to operate in the social sector, and being able to put the larger purpose, always above, you know, any executive role
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is increasingly the kind of leadership that is needed to make a more and more complex world, a world that can stay on course, to becoming good and great and exceptional.
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So, the point of pointing all of this, this kind of level five leadership out is that it’s not just about being soft and nice or simply inclusive and that anybody or everybody
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body or always just about consensus building for everybody.
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Because an organization tends to have a purpose. And to be true to that purpose, there needs to be clarity.
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So the whole point of level five, of having an understanding of this kind of leadership is to make sure that the right decisions happen, no matter how difficult or painful for the long term greatness of the work and the institution, and the achievement of its mission independent of consensus or popularity. Now, if the organization doesn’t have clarity about its mission and purpose, that’s a whole different matter. And that is a question and that that is something to be concerned about. But the point here is to is we’re looking at you understanding your, your what it means for you to be a leader in the social sphere, and to understand even for example, the difference between
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leadership and power.
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somebody who’s worked in leadership, who was a, you know, hallmark of Leadership Studies way back and even as far back as 78 said, the practice of leadership is not the same as the exercise of power. And we have to understand that, that leadership is not, leaders do need to be able to exercise power, but leadership and power are two, oftentimes two very different things. So if I put a loaded gun to your head, I can get you to do things that you would not have done otherwise. But I have not practiced practice leadership, I’ve exercised power.
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So understanding and learning leadership is is is a different matter. So true leadership only exists people follow when they have the freedom not to.
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So that kind of leadership is not coercive. I mean, a gun is an obvious form of coercion, but it’s it’s leadership by
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It’s by its by the word it’s being the leader being out in front, so to speak, and inviting people and bringing people along giving them reasons and understanding and the capacity to do the things that they need to do to fulfill the mission. And so that brings us to you know, to the people that who the right team members right place. And so, this is this point of understanding
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how important it is to pay attention to the people on your team. I was speaking to one of my clients, one person that I coach
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just a couple of days ago and, and she reminded me of, of how painful a time she had when she brought in the wrong person onto the board
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and it took her a year
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of having you know, of doing the
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to finally get the person off the board who was just trying to use everything for their own personal benefit.
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So the point here is the understanding the who is is, is before the walks.
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Bringing people onto your team is really important who you bring onto your team. And in social sectors, getting the wrong people off the boat can even be more difficult than it is in a business in a business. You can you can just you oftentimes, you can fire them, because there’s an at will clause in their in in what they signed up for. But in often in social sectors where the complexities are even greater, it can be harder so it’s all the more important
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for you to decide who you
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You’re bringing onto your teams. And that can include
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your working groups or, or your small teams that you’re working with. So your Early Assessment mechanisms turn out to be more important than your hiring mechanisms. And I say that because oftentimes you don’t know who people are. That’s why actually internships can be a good can be a good mechanism for you to assess the kinds of people who you might want to bring onto your team later on. If you set it up that way, but that’s, you know, that’s, that’s another. Again, that comes back to some of your purposes for having your your internships and whether or not you can
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maybe formulate slightly different purposes, for your mechanism for your internship team. You can, I mean, you don’t have to and maybe no one will want you to but you can
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If that’s something that you have a plan for down the road as a way to bring people in, to train them, raise them up in, in your organization, if that becomes part of your hiring mechanism, part of the way you can make an assessment is this person a good fit for the work in this organization? Absolutely, it can be a very, very, very useful way to do that.
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And to understand that there is no perfect interviewing technique and no ideal hiring method. And and, you know, mistakes can be made. So that’s not the end of the world. We all have to deal with that in reality, but one of the best ways to really know about a person is by you know, working with them that’s in the end that’s that’s one of the best ways so
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right vision right people.
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I’m going way beyond what I spent more time going over in the
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Our coaching part so I we haven’t gotten through half of this what I wanted to do today that’s I always want to give way too much information that’s my my challenge here
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but the next part about the right vision and the right people you know, with because you need to be disciplined as is as you you do need to work together to figure out your vision and it’s so it’s a little bit like
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what was it?
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I think I think I mixed up many many years ago I read something by Stephen Covey and that it stuck with me for years one was shopping the soul and and it was the story of the per the the person cutting down the tree who didn’t have time to shop and his his his soul because he was too busy cutting down the tree but it was taking forever so he needed to finish in order to shop in his syllabus.
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He couldn’t. Anyway, one of those silly things too. Well, you know, you want to climb over the fence but but the other one that I remembered that is more pertinent here is climbing over a fence, you got to make sure that you’ve got the ladder placed against the right fence. So you’re going to end up not for climbing the right tree or getting over the right fence. So whatever it might be, you got to make sure that your ladders on the on the right fence.
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A lot of the work that is gets done on a daily basis is not always contributing to getting to the next step on the ladder that’s going to get you over the fence that you really want to get over. People do things out of habit without checking with their goals and objectives. That what they’re doing
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over time is actually going to get them there. They’re doing that because
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That’s what they’ve always done. This is the way we operate in this environment. This is the way we do things here. But today, it doesn’t necessarily get them over the right hurdle over the right fence into the right into the right neck of the woods where they’re trying to do their work. So
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great companies, companies make take the time to really focus on
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getting the right people having the right vision. It takes time to discuss it takes time to knock that out. It doesn’t happen quickly. But otherwise, how many weeks how many years? How many months? How many years of getting stuff done is being lost?
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What is the cost
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of not paying attention to having very clear goals, having the right vision for your organization? And then then, then it’s fine to have people who are productively neurotic who are self motivated. So
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self discipline who wake up every day compulsively driven to do the best they can, because it’s part of their DNA. Anyway, the point is getting the right people into your place the people who are motivated, you need to hire so to speak for, for attitude and, and character rather than skills. You can train skills. It’s really it takes a long time to change character
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and capacity. So
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a lack of resources that we often find in organizations is no excuse for lack of rigor. It makes selectivity all the more vital for the people getting those right people, right thinking right people.
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Right vision. So being selective, you need to be selective. And so even when you’re bringing people on, even as volunteers, let them know it’s a selective process, make it selective
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I’m going to
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because I know I’m late, I keep going. I always over deliver.
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And we’ve lost. I think we’ve now got, oh, we’ve still got a couple. We still got. I don’t know who else we’ve still got here.
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Let me see. Yeah. Hi, Fred character. Let me just try to finish up this tiny little bit.
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And then get to your homework.
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And I’ve dug in a little bit deep about being selective here.
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I’ll make these slides available and so you can look at them later on. But that this, we can come back to this when we get to our three day intensive. We can come back and dig into some of these things that are so useful in terms of how you deal with and work with people.
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Just these are just some little tips and tricks, but it’s all consistent.
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And one thing to remember about this right people write vision, write stuff in as you as you’re thinking about
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clarifying your goals and objectives that make you really make your organization or your team really great is to remember that, that bringing the right people on board can actually attract the money. But money by itself can never attract the right people.
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I know social enterprises never have enough money. And I understand that. So that’s all the more reason why it’s important to get the right people to be part of your small team.
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And you do have choices. You do have choices.
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And it’s important not to say that you don’t have any choice. That’s just a thing that you say to yourself. You do have more
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choices then you realize, sometimes it’s just you haven’t exercise those muscle muscles. But it’s here My point is to remember that money by itself cannot attract the right people to having the right people in the right place are more likely to attract the right kinds of funds or outcomes that you need the right kind of impact that you want to have.
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It’s just an important thing to remember that money and here money is a commodity character is not
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you trade you know, you you know it’s transactional money is transactional character is not like that. Time and character can often compensate for lack of money, but money cannot ever compensate
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for the lack of the right people. So that was that was just a little. It’s important for you to be aware that you can choose who you work with and I want you to
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Remember that even if you’re thinking about what you want to do, first of all, think about the who get the right people on board, or in your Tesla. Get the right people in the right seats in there. You know, that’s the these are organizational things that you need to do. If you are thinking if you are running an organization or running a team. Sometimes you don’t sometimes you’ve got people on the team and you have to place them in position, but of course, they put them in the right seats. And
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sometimes you’d have to be build the seats, but that’s another story. And sometimes there are times when you just really need to get the wrong people off the boat.
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Having the wrong people in the wrong place. You have to have the courage to get them out of out of there. As as a leader there will be times when you hire the wrong person. You bring the wrong person onto a team and sometimes you’ve just
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if the mission
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We’ll require that that’s that you do some of the hard stuff. And it’s just important to make that note. So part of this here is
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helping you think how you think about leadership is always remember to put the who before the watch. Don’t just think about what you want to do. And if just because a person has the skills to get that done, think a little deeper. Think about is this person who has those skills? Are they in reality, the right person for that team?
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don’t hire for the skills hire for the purposes of your organization, the outcomes that you want to have,
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which is why we always want to start with the end in mind. We want to start with that. Clarifying our outcomes. Clarifying
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What we want to be the best at
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how we want to be known?
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What is the difference that you can uniquely make in the world and let that drive all of these other decisions don’t just say oh, I’ve got to get somebody and I really need to I really need more people
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you need to be driven by your your goals and objectives and which is why we will get to learning about the okrs and
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and then maybe I will even change my own plan and and just end off here.
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And then we’ll get to the hedgehog concept and some of these other points next week. And so my homework I was going to set you I know it was I knew it was going to be a stretch anyway.
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So I will rethink how we will move forward because I ended up spending quite a lot of time doing some live coaching with you guys
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that I had originally wanted to just Anyway, it was really it was good to get to jump in and do that coaching. But it did end up eating up a bit of our time. So, I think I’m going to wrap it up here with the hedgehog concept to be to be looked at next week as a really important thing for you to get a grip on a handle on and again, I’m, I look at each one of you. Not just who you are today but how you will work in the months and years to come.
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Having the kind of hedgehog concept clarity will be important for you. It’s team level, organizational level, it helps you you know, even think about how you will run your team
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Teams about how you going to
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structure your, your your team, the work, how your teams work, what you do in a day. And some of that will become again more clear with the okrs. And so I think I’ll, I’ll start off next week, completing this with the hedgehog concept and then jumping straight into the okrs.
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The other piece that I was the homework that I was going to give you or wasn’t going to explain so much as much as just say, go do this without a real explanation. It does require something of an explanation. So I’m going to push that back maybe to
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the end to
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Because that will be that is another way that that will feed into you getting meetings
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tutorials for your hedgehog concept and you’re clarifying your outcomes. It’s hard to do everything you need to do, you need to do them all at once. Because Because the reality of of working in an organization is if you don’t just stop here and go to the end, you need to build capacities, kind of all a cluster of capacities, and they all impact and feed on one another.
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But we will get the two main areas all systems set up, and that will be the stakeholder system and the OKR or goals system.
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And it will all feed back very nicely into all of this overview of the four elements that I’m going over in this exceptional.
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Exceptional thing. The pivot point we will get to next
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Weak as the hedgehog and it is and it is the clarity.
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So, some of this you will learn now, and then as you go out and do some of the exercises, then you will impart understand the structure and then that information that you will get will come back and feed into you further clarifying and
Unknown Speaker 2:07:27
developing your hedgehog concept. So this doesn’t a lot of this doesn’t just happen through one
Unknown Speaker 2:07:34
brainstorming session. It doesn’t just magically appear, because it really requires for discussion with other people hearing from other people and I will give you the framework for how to do that listening process. So you might be surprised grace even that, that
Unknown Speaker 2:07:53
that some of what
Unknown Speaker 2:07:56
what we will go over might be a process the
Unknown Speaker 2:08:00
You can exercise even with your own
Unknown Speaker 2:08:05
within your own organization, the questions that I will give you to answer in now I think in lesson four will be a process that you you can do to explore and got get a lot of feedback. And then when you get that feedback, you start to see certain common points that can really be useful for helping create something more targeted even in the thinking of your organization. And define Yeah, absolutely. You went through a market research process with me, and part of that process and adapted. That was an adapted form of the process that I will give you that will help you figure out even better yet how to hone in on some of the things that you
Unknown Speaker 2:09:00
Want to provide your your beneficiaries, the people that you want to help so that you are more tapped into what they really want and really need first, you can always do more later.
Unknown Speaker 2:09:18
So, these these are very useful things So, but having the bigger picture about how we’re putting all of this together and why it’s so important to be able to gather this information, and then to work with it because your work will go beyond these six weeks.
Unknown Speaker 2:09:39
In these six weeks, I want to give you the basic tools and the the experience of some of this. We can perhaps later on Do you know something a longer period of time a mentorship type of thing that would take longer, and then then work with fat as well and then do more of this over time.
Unknown Speaker 2:10:00
But the work of really making your organization
Unknown Speaker 2:10:09
one that is worthwhile keeping going for many, many years. It’s really it’s really important in it. It’s not it’s not done just on a whim.
Unknown Speaker 2:10:20
And it is a collaborative work.
Unknown Speaker 2:10:23
So what you learn here, I want to also give you the tools, the tools that the two main tools I will start teaching you.
Unknown Speaker 2:10:32
It’ll start to make sense because I’ve already been talking about a lot of the stuff that once you see the tools will go, Oh, that’s, that’s that. That’s amazing. I hope that that’s your response.
Unknown Speaker 2:10:43
Unknown Speaker 2:10:46
those two tools will help you do this work that you really need to do to make your organization great and worthwhile keeping alive for a long, long time. And they will give you core core skills to do that. Now
Unknown Speaker 2:11:00
Still working with trying to expand minds help helping you see the bigger picture, see it from up there, see it from down here. And, and just get a sense of the dimensions of it the dimensions of thinking about it as a leader in this work of being a social entrepreneur, a social organizational leader, and not just as somebody who comes in and does what they’re told to do, or who does what’s put in front of them. But who is planning and structuring and putting things in place.
Unknown Speaker 2:11:39
Unknown Speaker 2:11:41
you’re lucky you have no homework this week.
Unknown Speaker 2:11:44
Let me think of some homework.
Unknown Speaker 2:11:47
Okay, I want you to for what I want you to do, I actually in preparation for for one of the the the work and maybe I can even give you both homeworks now
Unknown Speaker 2:12:00
Next week, that might be too much.
Unknown Speaker 2:12:03
I want you to think about one, I want you to a make a list of all your stakeholders,
Unknown Speaker 2:12:12
your main stakeholders, you know that and they can be those who donate money. It can be those who are volunteers, it could be staff, it could be your organizational board, it could end it can be your beneficiaries.
Unknown Speaker 2:12:32
But, you know, so each organization is a little bit different. So I want you to list all of your beneficiaries. And then I want you to identify one of those groups, one of those beneficiary groupings that you feel like you have the best access to and that you would like to do this inquiry process with.
Unknown Speaker 2:12:58
I mean, in that sense, I could just
Unknown Speaker 2:13:00
Why don’t I I then say also have you read through? I will put in the membership area, I will put the document there that I was going to give you and I, I think I called it Karnes inside out questions or
Unknown Speaker 2:13:19
I’ll, I’ll post that there for you to look at. And then next week, I can quickly explain to you how to go about doing this work with with people, but it’s a very interesting process that is really worthwhile doing and it will provide you with insights and understanding that are very, very remarkable. I’m sorry, I didn’t get to that and give it to you properly as homework this week and explain it but it’s already 1222 I’ve already blown the the schedule out
Unknown Speaker 2:14:00
So I will put it there for you to look through, but definitely identify all your stakeholders and and look at the questions and then that I will post in that in that document. And then think about which identify and be ready to let me know next week at the beginning of class which group which, which stakeholder group you have access to, that you would like to do some interviews with, to, you know, to have discussions with and it’s just, it’s just getting information. It’s, it’s, this particular step will not be dialogue as much as it will be gathering information gathering. So you’ll be asking to interview people.
Unknown Speaker 2:14:42
It’s fun, it’s, it’s, it’s really insightful. And I look forward to having you go through that process. So I’m going to, I’m going to end it here. Today. You’ve got your homework, I will post it in the in the Facebook group again what your homework is, I will put this video
Unknown Speaker 2:15:00
Unknown Speaker 2:15:02
what I might also I put the audio up last week I will also post the audio of this week. So it’s much easier and quicker to go through and find things. One thing I might also do for you guys is to
Unknown Speaker 2:15:17
I have a way to get up to make a roar transcript, I mean, it’s really roll, it’s just you know, it’s a it’s a bot that does the transcription. So some of it is not good or accurate. But sometimes if you’re trying to find a part, it helps you track down if you want to look at you know, some section you can do a search for a word that you know was used, find that place and
Unknown Speaker 2:15:45
you know, just even then you can kind of guess in the document proximately where it would be to listen to or, or to watch in the video again if it’s useful because that the video will have the
Unknown Speaker 2:15:59
it will have
Unknown Speaker 2:16:00
Have the slides in it as well. Oh, and I probably should put the slides up as well. So I’ve got some homework to do as well.
Unknown Speaker 2:16:10
So I’ll get this all up there for you. It takes a while for the video to process and all of that sort of stuff. So it probably should be up there by the end of day tomorrow. The met any questions as we close out, unmute yourself, and any questions or? Thanks. Thank you, James. I can see that.
Unknown Speaker 2:16:31
He put it he put?
Unknown Speaker 2:16:34
Yeah. And so I will talk with him afterwards. Yeah, so funny.
Unknown Speaker 2:16:39
Really, it’s been an amazing time so far, you know, you’re still the golden and each of the weeks like, after last week, training, began to focus more on capacity, the capacity and that bled to specific things. So who we are what we want to do. What’s the
Unknown Speaker 2:17:00
So apart from the audience, know, rather than just doing what everybody is doing, but was our uniqueness was our strengths. So and those things have been developed. So I’m going to go through again, the training today and also add some more things like something said, regarding selecting the who, before the words, I do find out, it has to be actually had an interview session, we had about 22 people who signed up to volunteer, so I decided to just go through the list and interview them. Those who are really serious about the old thing, five people did log in and with the interview sessions, but then the others did not. So I now know that my focus will be on the 522. So that’s basically so it’s really great knowing the who
Unknown Speaker 2:18:00
You do something you’ve mentioned here many times we go from skills and not character. So now understanding that, okay, we’ll look for character, and not necessarily skills because skills can be taught but character is something that it’s a little harder. Don’t have it you don’t have. Yeah. And then also as you’re as you’re interviewing the volunteers
Unknown Speaker 2:18:25
make it selective.
Unknown Speaker 2:18:28
What I mean when people even just a because you can’t you can’t take everybody anyway, so it is selective, but many times I know that in the the helping professional world, we, our heart goes out and we want to help everybody. I mean, it’s just kind of like, okay, you know, we want to help you we want you to
Unknown Speaker 2:18:52
but when we make it selective, people are more likely to value more
Unknown Speaker 2:19:00
What you’re doing,
Unknown Speaker 2:19:03
what you’re providing the, the resources that you’re providing.
Unknown Speaker 2:19:10
And, and it’s true and you know, and you can, you can do a better job. But the process of making something selective is just even in the way of saying, Okay, so in order Yeah, we’ve we’ve had this many people who have willing to be volunteers. We’re really thrilled. But we’re only going to take three and our first group
Unknown Speaker 2:19:37
Unknown Speaker 2:19:39
and so where we’ve got the selection process, which is sounds like that’s what you’re doing, I mean, you’re realizing it is they are self selecting, but you can also be selective and now you can be selective by their character and not just their skills. Now that you’re aware of this and and now because in the background
Unknown Speaker 2:20:00
You’re thinking you you’re aware, if you do bring the wrong person in, and we don’t like to think worst case scenario, but worst case scenarios do happen. And they can be really expensive mistakes. Or people can be the most expensive that they’re the most in any business people, whether it be payroll, or wrong person, wrong place,
Unknown Speaker 2:20:25
or, you know,
Unknown Speaker 2:20:27
just bad behavior, whatever can be the most expensive pieces of our business that we don’t always think about. And so it is all normal, critical for those in in with limited resources to select very, very well be selective as as you find, identify who you really want to be known, you know, again, I just go back to this again but use all of this, I do encourage you to to see where you’re in.
Unknown Speaker 2:21:00
Goal is see what your objectives are, and then use all of these all of these things, but you select tivity for your you’ll see it in the slides I, I didn’t spell it out so well in the context of the meeting today because I was ended up trying to skip through but even that as a as a tactic, if you want to talk tips and tactics and not just, you know, overall strategic plans, then you know, selectivity works with people and and it helps them understand what it helps them understand what is needed, and then they also get a chance to self select out.
Unknown Speaker 2:21:41
You’ve been clear about what you want to need.
Unknown Speaker 2:21:45
If somebody comes and says, Ah, I don’t think I’m ready to do that.
Unknown Speaker 2:21:52
You’ve saved months of headache, the cost of bringing them on, even if it’s just the cost of your time.
Unknown Speaker 2:22:00
Time, your time is your life is so valuable. It’s the most valuable thing we have. So even the cost of time. Yeah.
Unknown Speaker 2:22:13
Thank you very much. Anyway, great to have you here.
Unknown Speaker 2:22:18
Unknown Speaker 2:22:20
So you’re ready to go go conquer the world, Chris.
Unknown Speaker 2:22:24
Yeah, I mean, I think like, this is something that I’ve definitely been struggling with a lot. I mean, I know a lot of us have.
Unknown Speaker 2:22:32
So just starting to see the structures and the tools is I mean, it’s that’s my head anyway, like, I’m more strategic. And sometimes it’s difficult to know what I can do with that. So and, and yeah, and then definitely, once we get to you doing some of this interviewing, and then then we work through the okrs. Against this backdrop of all of this stuff that I’m going over you I think you’ll be
Unknown Speaker 2:23:00
To see things that you can do more yourself, and that you can initiate, and you can end in the process you will help others figure out how to do. Of course, it would be good, you know, when more people understand that you can get them, you these two things, you do these two things well,
Unknown Speaker 2:23:17
and you implement them even in your little sphere.
Unknown Speaker 2:23:21
With the backdrop of understanding that you’re getting, I think you’ll you’ll discover some pretty cool stuff you can do.
Unknown Speaker 2:23:30
Yeah, yeah, I agree. I’m excited. Well, thank you. Okay. So I look forward to seeing you next week. Okay, only two and a half hours, okay. It was meant to be like, one and a half to two hours. So okay. Sorry about that, guys, but
Unknown Speaker 2:23:46
you just end up getting more. Okay. So I look forward to seeing you next week. I will do my homework and I look forward to hearing your homework as well. And I’ll do my homework to get you to do your homework. Okay. I’ll see you I
Unknown Speaker 2:24:00
Bye Bye Take care. Bye bye
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