Week 3: Your X Factor
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Week 3 Audio
Week 3 Raw Transcript
Unknown Speaker 0:01
I’m going to say welcome to everybody for week three, about impact and against formula. I’m really excited to have everybody back well almost everybody again James is not here at this time. I hope he will jump in. He did finally discover the membership area so perhaps he can go in when he’s got a quiet time in the day I’m not sure and and either read look at some of the materials, but I’m really happy to see everybody here again, including if including for me. This week, we missed you last week. I know life happens Yeah. Yeah. You know, that’s that happens for everybody. So not a problem at all. Just We missed you. Good to see you grace. And you funny. Everybody’s wearing
Unknown Speaker 0:57
Unknown Speaker 1:00
Good, good. Every everything okay in New York grace. Wonderful New York. Yep, everything’s great. Oh, great, great, but it’s great. Yeah. Okay, so what I’m going to do, I know that you had hope you all had only a tiny little bit of homework this week and I’m going to get back into that part later on. But for now, what we’re going to do, I’m just going to, I’ll jump on into my dear old slideshow because one of the things that helps team me I’m not always I have so many things that I that I have to share the window. Let’s see if we can do this. And Ah, let me try this again. We’ll get into sharing the screen with There we go. That’s it. Oh, wonderful. It sounds like we might have another soul coming on in. Anyway. So we’re here it’s week three. And September I think is going to be in September just began. And I think it’s going to be quite an amazing month. We’re continuing to work our way through the impact and influence formula and preparing for three day implementation intensive. Now, I think that may be challenging for you, but I really, really hope that you’re able to make it and I want to talk with you a little bit later on about that three day intensive and some options that perhaps I’d love some feedback from you on what we could do to pull it Some of your even some of your colleagues to that when you built we’ll talk about that a little bit later on. But so that’s coming up around what the 24th 25th 26th I think it is of this month, so that’s only three weeks away. It’s kind of the big tidhar end of the six weeks. Now, I just wanted to remind you of this one of my my favorite, my favorite researches and implementers and doers, especially in change leadership at the organizational level is john Kotter. He works out of Harvard, he is worked and I have for us utilize many of his resources and what he what he goes over in his work, so I would highly recommend anytime you want to dig in a little bit more that you you consider looking at john Carter work, but you know that that that can lead you down rabbit holes if you know if, if you’re not quite ready to dig in and I’m trying to keep things streamlined and simple for you. But the key point here is to differentiate and I speak again as I speak to each of you as leaders. You may not be the I think in some cases you are the leader of your organization. But we’re not always leaders of the organizations that we still impact and influence. And, but but we can take on the role and mantle of leadership at any level. Leadership is not a matter of position only position gives you certain advantages. And and when organizations don’t have leaders that really optimize that position for the betterment of the of the organization as a whole then that’s extremely really limiting? Let’s put it in those nice terms. But the difference here is that management makes a system work. And part of what I’m getting at through all of this in these seven weeks, and I’m, I’m hoping that in some level, what we’re doing in these first three weeks is what we’re putting the frame around the jigsaw puzzle. It gives us a place to understand the the part of what you are doing to become impactful and influential through your organization or your team, or even just you as an individual is to ensure that you have an essential own system and you put that in place, because arbitrary happenstance victories are wonderful.
Unknown Speaker 5:55
But they’re really hard to duplicate.
Unknown Speaker 5:58
So part of what we’re doing Here is understanding that I’m not speaking to you as managers of an existing system as much as I’m speaking to you as those who are creating a system or transforming something that’s already there and upgrading it. So we have to think in terms of systems and what it takes to put those things in place. Change leadership in our society is cannot escape, the need for systems and organizations are out kind of the biological mechanisms through which we act as change agents in the world. So I’m speaking to you as leaders who are building systems and so it’s not just you as an individual and building your individual capacities. And yes, that’s an endeavor that’s essential. It’s not just a Matter of having a different mindset. And yes, it is a matter of clarifying and and recognizing that you are a leader and that you can take the initiative and that a lot more is actually in your hands than oftentimes we realize. And you know, and it’s not just a matter of adopting other people’s ways of doing things, but learning from other ways and then adapting them to your situation. So, what I’m introducing you to, I try to give you the core of it, the essence of it, and in some steps and starting at the end of today, I’m going to hand you off some some very specific things to to begin using. And then you will as you begin to use them, you will begin to realize Like, oh, I need to change this or, oh, that’s, I understand that and oh, yeah, that that’s how this works here and for me in my organization in my instance. So, yes, we need to utilize existing resources, in a sense, use use a cookie cutter for a while, you know, in terms of util, you know, tapping other other people’s knowledge and information, but very, very quickly, being adaptive and agile. And getting feedback is such an essential mindset and practice for leaders and especially as we move into this digital 21st century, where even if we’re not always operating in a, in a totally digital arena the the impact of all that digital world has just rapidly increased increase the pace of change for everybody everywhere. Our globalized world means things like COVID is all over the world. Once upon a time, it could be sequestered in one tiny area of one tiny little country. But precisely because of today’s technology and engineering and whatever else, we travel all over the place, and so does COVID. And so then, because of that pace of movement, then lives around the world, economies around the world. challenges around the world have been have just changed so quickly. And if and unless you really, really are almost off the grid. And even then, unbeknownst to many people, they still get impacted. Maybe not as directly, but absolutely their lives can be turned upside down
Unknown Speaker 10:09
by those who are connected to the global world and who will come in and disrupt. So nobody these days, not my era, not my dad’s era, who is you know, just had, he turned 94 last week. And because of COVID, I arranged a zoom. And so we had like, 2425 people come in to zoom to wish him happy birthday and sing happy birthday to him. That was of course disastrous. I mean, have you ever tried to coordinate even just a happy birthday on zoom? It’s very difficult, especially when you don’t have a bunch of good singers. But, but even there, I mean for him at 94. That was the only way he could have anybody come into the into the place where he was to greet him on his birthday. But right now He had 24 faces, people from America, from Western Australia, from the centre of Australia from, you know, three different places in America, his family and and neighbors and friends. So right there, he was impacted. And it was it was actually quite overwhelming for him because I mean, he’s got a little iPad, and so he’s trying to see who people are. But it’s just that the reality is that no matter who we are, where we are, we are impacted by the pace of technological change, and by things that are out of out of our control, but we’d still always have a lot of control. And that’s where we need to have a very adaptive, agile approach to the way we do things. So everything that I encourage you to look at and to think about and to adopt has an agile adaptive component to it. And so there’s always concept of iterating your way to awesome not waiting until you have everything perfect. And then starting because by that time the world has already moved on. Another important thing and we’ll get to it in the in the course of this classes is the real the essential importance of really communicating with our stakeholders and not just Hey stakeholder, how are you but really having an opportunity to dig into what it is that is important to them, not just what I think they need to do for me and my organization or you, thinking your stakeholders should be doing for you or, or getting out of not what you think about them but really understanding their world, especially in a world where you know, we’ve got these Facebook pages and Instagram people sharing their personal lives are at least what they’d like to think is a perfect life with one, you know, we, it’s, it’s so much more important to really connect and engage with people, and especially within the communities of people that we work. our stakeholders, whether they be the beneficiaries, the board members, the staff, your your own support staff, like you know, your your family, and your they are indirect stakeholders in the work that you do. So, again, always I will encourage deeper levels of communication with those communities. And I will give you a very wonderful and powerful tool at the end of this and that’ll be your homework for next week. I was hoping to get to this last week, but you know, me I didn’t quite get to that last week. So you know, we’ll we’ll get there. So
Unknown Speaker 14:03
So let’s see if man So where are we now. Um, again, we’ve gone over this leaders are able to envision and create new systems and not just sustain the status quo and as a, as a change leader as a change agent. This is something that you need to be thinking about doing, not just out there in the world, but also in here where you work. And there are different layers of this in here. And so I also encourage you to really do that self reflective process within your own your in your own personal life, as well as within your organization. And you know, that kind of reflective work is really important at every level. It’s important that as leaders we in a way we get uncomfortable, we get comfortable with being uncomfortable changes Part of the challenge of change is that when we when we change the way we do something, we haven’t done it before. It’s new to us. And oftentimes, new things are just, it’s not that they’re bad. It’s just that they’re not familiar. And when they’re not familiar that can we can call it uncomfortable or bad. Or, you know, and this is where we’ve got to be really careful with our own language around, you know, at the personal level, what we are, what we are telling ourselves about the change and the things that are going on around us our words, powerfully frame and shape out emotions, and experiences. So here, the key thing I want to point out is that it’s important in a way to find ways to be comfortable with being uncomfortable, and sometimes that’s as simple as changing The way you describe what the situation is, when you’re facing a challenge, do you call it a problem or a challenge?
Unknown Speaker 16:12
Any of you?
Unknown Speaker 16:15
Anybody want to add?
Unknown Speaker 16:18
It all depends, you know, some things to me are challenges. That’s the way I look at right things. Something’s just like, problems by however. I just typically look at events, okay? It came in for me to be stronger. When I saw we do not, but there’s something I’m gonna learn from it.
Unknown Speaker 16:42
Right. Anyway, that that I think if I knew that’s a very critical thing, because so many people, you know, identify a problem. We all identify problems, you know, they kind of hit us on the nose or in the face or the button somewhere. We know that when we say See them. But then a lot of people become what I call problem experts. And then they just investigate the problem more deeply without them saying, okay, the problem has identified something in me, or in my experience, or in my organization, or in the work I’m doing that is not working well. What I need to do is find something better, in a way problems identify opportunities, for change, for improvement, for upgrading. And so if we sit there and ruminate on the problem and go into who created the problem and how long it’s been there, and how you know, these situations, just never change the bed forever, you know, that just pulls us into a spiral, a downward spiral of of hopelessness and uselessness.
Unknown Speaker 18:00
And that’s by our choice, because we chose
Unknown Speaker 18:04
to go down that rabbit hole to follow those thoughts as if they were ultimate, you know, or to frame it that way. Instead, as if on you certainly when you see it as an opportunity to learn something, that that problem is pointing out an opportunity for change, then even if it’s still difficult and problems usually are, at least you’re not cornered into a place where you you feel like you cannot make cannot go anywhere and you can’t make a difference and you cannot go to a new place. So again, this is just another way to say it’s important for us as leaders to understand that we need to get comfortable with being uncomfortable. We need to see opportunity and check in challenge and problems. We need to be the first to reframe what we see things into a more productive and useful way. And so yeah, change also, the cycle of change something, you know, we can be happy one day, then something arises. And then we get into this little we discover the mess, and then we dig into it to even try to solve it. And that just seems to get messy and the problem gets even more confusing and all of a sudden you’re in a forest and you and you realize, you can’t even see you can’t even see the sky, you can’t even see your way out. It gets messy and complex quickly. But they’re all pathways through the forest and as a, as a leader, it’s important that you have a map in mind and, or a bird’s eye view. And that’s part of what I’m endeavoring to give you through this. You won’t learn everything about what I go over in this impact and influence course you won’t, but you will have a path to follow, to explore to expand upon. That is very powerful. And that will help you find your way through. Because it’s more like To me it’s more like a compass. a compass doesn’t, I guess because again, because I spent, I spent those 10 years on the ocean, and I got my Coast Guard captain’s license and all that sort of stuff. I spent all that time there. a compass means a whole lot to me. It’s a powerful simple instrument. In and of itself, what does it do it you know, it floats on something and points. But when I understand where I am, I’ve got in my mind’s eye a map of where I’m going. If I’ve got a way to figure out where I am, and I know where I want to go, then that one tool will help me get there. If I use it. If I trust that it is pointing the right way. It will get me there. And I add if you trust because There are times when you’re at sea. And when you’re in the middle of a fog, and you cannot see a thing. You can’t everything is muffled by the fog. And you’ve got the only thing that you’ve got right in front of you is that compass. There are times when you say my gut says says that compass is wrong. And in those moments if if you go off in the other direction that you think you should go in, you’re more likely to run into a brick wall. So it compass is a powerful tool that when you’ve got that bird’s eye view picture of what you’re doing, you’ve got your core destination of where you’re going and you have that compass, then you have amazing plus you add your resourcefulness, your skills and capacities, who you are. You add that to the mix, then you have a powerful way to get to your destination. Yeah, there’s much more sophisticated gear and you can Get sonar and you can get radon, you can get all of these things, but sometimes all of that goes poof. And sometimes we don’t we, you know, we don’t, we’re not in the Navy and we can’t afford all of that kind of, you know, materials and resources and, and everything. So we do have to start with something very simple. But having that is a really powerful thing. Now today, what we’re getting ready for what we’ve been building up to, and I still am moving toward that, but the three key actions that are going to set you up for, for making 10 times your impact and influence. And that is in these three key actions kind of like you’ve got on your campus, you’ve got your direction, and you’ve got your needle and you’ve got the forces at work. So we’ve got three key actions that make that kind of little compass for you. That will get you ready to begin to
Unknown Speaker 22:52
be able to make the impact and to multiply, to accelerate to do whatever it is to improve Your impact and influence. And again, part of what I’m saying here is that what what you’ll be what you are learning is not just my stuff it is it is my stuff, my learning my whatever else. But it’s also built on on years of combined experience ongoing research. Yeah. And and and, you know, some of the stuff that I’ve learned from I’ve learned from my own mistakes, of course, you know, I’m sure I haven’t made too many. Well, maybe. But we all do. And that’s part of how we learn. So, what we’re going to do, you know, is, is in a way, I’m asking you as best as possible that you know, when you first learn to drive a car, it doesn’t make you the best driver in the world, but you’ve got to, you got to go through those first steps first. So just follow these steps. And so, this morning, what we’re going to be okay, it’s morning over here, maybe not for you, the rest of this class, we’re going to be clarifying your X Factor. That’s your unit. The value proposition or at least I’m going to go over the, the elements of that. And this is not something I can do for you, but I’m laying it out so that you can do that. Now one of the pieces of this, we need to do some research on to build that back into this, and I will give you that later on. But the point is, you I’m giving you the the framework for how you clarify your X Factor or, and it’s building on the concept of, and I mentioned it last week, the hedgehog, you know, the hedgehog concept. But this is a little bit more tailored even than that. But so, you’ll, we’ll go over that for you. And the point of The X Factor is it again, and I’ll get to that as we review what we went over last week, you will uncover your stakeholder Drivers, ie those things that really drive your stakeholders and the they form the basis and this is what your homework will be. That will form the basis of the new information for you that helps you understand better how to develop your stakeholder journey that we went over in the in the first when you really begin to see that all stakeholders may be you know, it would be really nice if they really get everything. But in fact, part of our responsibility for our organization is to help them take that journey to going from interested in curious to really powerful incorrigible supporters of what we’re doing. And and part of that is you having a clear understanding of when they are what they think they want. What you’re offering and so how you’re going to get them to that. helping them see that what you are doing, helps them do exactly what they’re wanting. And this is what drives us as human beings, for all of our social media and now, iPhones or androids and now great technology. We are still, you know, when needs driven when our needs are fuzzy a lot, you know, the Maslow’s hierarchy of needs. At the bottom level, we need safety, security, food and you know, clothing and housing. And then there are there all these other levels to where we really are looking at the higher more meaningful elements of our lives. But when push comes to shove, the first ones we’re going to take care of other more foundational needs. That’s what’s called a hierarchy of needs. So it’s also important that you understand that hierarchy of needs in a sense in your stakeholders. Otherwise, you’re just wishfully thinking about them. And while that can be pleasant, it doesn’t help you systematically build a system into your organization or your team then allows you to work extremely effectively with your beneficiaries, your team members, your volunteers, your board members, your peers, all your largest stakeholders like the United Nations, or the local government, or your you know, any other
Unknown Speaker 27:50
stakeholder that you have to contend with. So, uncovering your stakeholder drivers is so powerful and and it’s Derrick Cole It’s actually kind of fun. So I really want you to have that experience and to begin to, to understand how powerful that is. And that’ll be set up in the homework. And then what we’ll get to next week, which is, you know, the kind of the main 123 that, you know, through all of this, once you get past the bird’s eye view of what it is that we’re doing with this whole process, is learn and adopt what I call the tag system, and it’s a transparent and adaptive goals framework. And this is where your X Factor becomes really important. Your X Factor is critical to your organizational goals, you know, to this, but you in order to really work effectively to have the impact that your goals identify.
Unknown Speaker 28:56
You have to align
Unknown Speaker 29:00
Your day to day tasks and activities with those goals. And it can’t be just you, it needs to be your team and the organization as a whole. So that’s the transparent part. It needs to be transparent. Everybody in the organization needs to know it. Otherwise, it’s really hard for everybody. Anybody ever done any rowing? In a boat? Sorry to come up with all these things. But I mean, even if you just imagine it, you know, if you’ve got one person rowing in one direction and everybody else on the team rowing in the other direction, how does that work? in racing boats that can even tip you over? Not so. No.
Unknown Speaker 29:47
Not so well.
Unknown Speaker 29:50
And you know, there I bet you can anybody think of a time when, in your own teams you felt like you You felt Like you were headed toward the goal and some even one of your team members was kind of like you why you Yeah. Yeah. No, they may not have intentionally done anything wrong or bad or undermining of you, but the chances are is that you weren’t all rowing toward the same goal and you probably weren’t all going rope. rope, you probably didn’t know half the good timing together. So I’m having a transparent and I put in there adaptive because in this day and age, it has to be more agile. It has to be the sub goals, you’ve got to have your your major goal which is your x factor, and that why that’s so important to get that clearance because that’s kind of like everybody gets on the boat and we’re all going to sail to We’re all going to go to Boston from Gloucester. Now that might mean something to some people it might not. But anyway, if you don’t have your ultimate destination clear, you can’t even set a course. You can’t even set a course. So that expect that helps you set up organizationally. And here, again, when I speak organizational team, it could just mean how you operate as, as you could be doing it at the team level. And team level is is still an organization. It’s just a, it’s just a small one. So I just I just muted me muted ufan because there was some feedback coming from your mic. But it feel free. On the side, anybody if you’ve got a question at any point, or you want to jump in and make a comment, just unmute yourself. In no problem. So these are the three things that we are going to be looking at in the next week three, this is Week Three, four, and five. And then the sixth week is when we go back over a lot of this and pull it all together again, so that it’s really, you know, sometimes going over things the first time, that’s good, but we really need to go through them again. So again, last week, what we did you know, we were looking at some of the leadership elements of turning passion into systemic change and transformation. And so I’m just going to look at go back over very, very quickly some of what we looked at last week, and this was the whole thing about trying to also assess for social change leaders, what is a measure? What is a measure of, of success now what we know in the book In this world, the easiest way to do that is the dollar figure the bottom line in social on social enterprises. The bottom line is important but it’s not the real measure of success. So again, we were going over what it means to be a great social change entity. And so key parts of that was having exceptional input and exceptional output. So we went to over again just really quickly I’m just going to run through this discipline people discipline thought, disciplined action this hedgehog concept or X factor that I get into the discipline of action, I looked at the okay AP culture on calling tag and I will look at that in more in depth next week. And all of this is how we build our boats, our Tesla, our vehicle, our system, our whatever the you know, you you might want to call it in your world and by The point is, again, because as leaders, what we’re doing is we’re changing and adapting systems, not just sustaining existing structures. That’s what we’re all about. And what we’re doing here is upgrading, you know, upgrading the system, then that’s why that’s there. So again, the output that we’re designing is superior performance, distinctive impact, that is durable, resilient and sustainable. So that it’s it’s stuff that doesn’t disappear just because, you know, we go on vacation, should we happen to have a vacation someday? So we went over the discipline leader and and in, in in, in summary, I’m not going to go into it again. But in summary, that was the five understanding especially for
Unknown Speaker 34:49
social enterprises, that that the level of leadership that is really needed in in social enterprises level five Not just the level for effective leader that is a lot of times satisfactory in the corporate world. But increasingly, I would, I would posit that it is no longer in this day and age, it’s not even satisfactory in in the corporate world. And that’s the whole, I don’t know whether any of you hear about a transformative or digital transformation that is going on all of the efforts that are going on in today, you go to MIT or any of the, you know, Harvard or Stanford, and you can hear all kinds of talk in the business rooms, about MBAs about their about digital transformation, what it is and what’s really needed and how you lead that. And again, even there, you need level five type of leadership today. Maybe you didn’t last year or the year before, but you should do Today, so again, that was just reviewing that and it’s the highest standard. It’s more like, as we noted last week, the legislative where you have to learn to work in complex environments with many stakeholders. You can’t just stand there and tell everybody what to do that day and age has hopefully gone
Unknown Speaker 36:26
it’s it might be nice in some ways, but hopefully it’s gone. So then we went over the who, and then the what keeping perspective keeping your right perspective, and keeping your focus on and and how all of that plays out. It plays out in many, many ways. And then the fourth one is, and this is pretty much where we’re getting to now looking at your exceptional core, ie your what I’m calling your X factor. So before we dive as we dive into this what I you know, what is a pivot point in understanding? Because it’s it provides you with the clarity that often is needed when when you’re in that forest when you’re confused when you and you’re saying to so what is it part of the problem is I don’t know what to do. I don’t know which way to turn. I’m unsure about what might help I’m going back to the having the the real clarity about what it is that you are doing. And that your goals and objectives, find it helps you find those next steps. It will help lead you with the right questions to the next steps that you need to make it will.
Unknown Speaker 37:56
It will melt that fog of confusion away
Unknown Speaker 38:01
So and that again also becomes it gives us a way to be clear about what to say no to. Because one of the worst things that social entrepreneurs do or people who break with compassion and heart
Unknown Speaker 38:21
they don’t want to say no to anybody
Unknown Speaker 38:25
ever found that was a challenge in your life. Just as a quick I’d love some feedback about people saying no to other people. Is that how hard it is or maybe it’s easy for you or maybe you haven’t learned to do it yet or I say a lot of yes to people that so because I have I work in the community and a lot of people want to I have the people and they have the projects that they want to do and they just come to say, okay for me, but one, two Let me look for something like just something guys really, really out of what I do. Right? I’ll, I’ll just say, Okay, yeah, you can come, I have the people, I’ll get them for you. But I realized that at the end of the day, yeah, it takes me far away from what we want to do. And then it puts a lot of pressure on me to perform. And then at times, I times people even confused as to what exactly I’m doing. Right. So I think, yeah, I’ll try to stop saying yes to everybody. Right. And I think that again, that’s where having clarity around what it is that you’re doing and having a very, very, in a sense, beginning to get all of your team guided towards that ending and say, that’s a wonderful, that’s a wonderful idea. However, right at this time, this is not the time we can’t do that. We have this agenda or whatever. And you can even refer them to other people, you can still be a resource for people. So you don’t have to just say no go away Bad idea or anything like that, but just say, you know, encourage them for that work, and then help to refer them if you if you have a way to refer them to somebody who more another organization. And this is where as you build up, you know, your own network around you have other even other other nonprofits or other organizations or other socially conscious for profit organizations, you can genuinely refer people to useful instances for them. Alternatively, you can also come back and say, you know, is this is this something that you’ve been working, you can help them find out whether this is just a wild idea, or whether it’s something that they have have already invested In and putting their heart and soul into, because sometimes people just have ideas for what you should do is happy to give you I know happy to have you do things, but I’m willing to actually do anything themselves. So there are all these little pieces in those conversations that you might try to tease out and understand. But I would encourage you just through that clarity, just, you know, if it’s really, if it’s if it’s close enough to something that that’s possible and maybe good to help you stretch, then that’s good. But otherwise, I think part of it is it’s important to be able to say, I would highly recommend that you find you know, this person will go to that person or whatever else and just refer them.
Unknown Speaker 41:52
Thank you. Thank you. Yeah.
Unknown Speaker 41:57
Any other experiences with not saying no or Without saying no, or without saying too many yeses.
Unknown Speaker 42:06
Yeah, I mean, I guess like my organization is definitely has a close relationship with a lot of other organizations. And those organizations have been very, very busy the past few years. So, um, I think one of the lessons I personally had to learn was to kind of, like, clarify that even if I’m, you know, we call them the founders group, because there’s all these different organizations that were founded by the same people, the same. Um, so like, even if we’re part of the founders group, like, my central, my central thing is women’s Federation, and so like, like, trying to stay disciplined and really understanding what the parameters of that would be, and kind of limiting my time investing in the other areas.
Unknown Speaker 42:57
Even if like, it seems like it’s all one thing.
Unknown Speaker 43:00
Right, it dilutes your own efficacy, your own ability to to get anything done. And I mean, there there is time, if you’ve ever that if, if the concentrate is to concentrate, it’s good to dilute it. But I mean a lot of the time, diluting our efforts and scattering us is not as effective. Yeah. Good, good to see that. And then also that’s as you know, as you work on your own within your own with within women’s Federation and or your own team, as you formulate your own little expector, even for your own team, then that provides you that greater clarity even there, and then even when others do come to you, and especially if they’re part of an organization that they may feel they have a valid claim on asking you to do certain things. But then once you’ve got that clarity about that what you’re doing and working on and its value, then it becomes a negotiation with the other. Not just a yes, no. But saying, look, this is what we’re doing. This is the value of what we’re doing. Now, I hope you realize that if you’re asking me to go and do something else for now, that means this is not getting done. Is that part of that good for the bigger picture that becomes a negotiating point, rather than just a? Do I do what they say or or do I not? So and, and that’s also where as we get into the transparency of goals, to the extent that that can start to take hold in an organization, it becomes a powerful way of aligning the whole organization and, and having agreement on the goals that gets set at the corporate level at the top level, and that’s that’s fine, but then there There are all these different layers, and they all feed into one another. But through transparency and through that awareness of Oh, you’re doing this and I’m doing this, this connects in and this is aligned with your goal is that important for you? If they can see how it’s actually aligned with what they’re wanting to do, they may just say, actually, you’re right, you know, go ahead. So all of this is ways of getting information for how to work with people more effectively, so that you can influence this is all about influence and impact so that you can make the impact that you really want and that the organization once but so that also you can influence the process of getting there because there’s there’s no one way to get there. Not for anybody, anywhere, anytime, ever.
Unknown Speaker 45:54
Unknown Speaker 46:00
Vanya, do you have any? Or James, can you hear? Are you able to
Unknown Speaker 46:08
hear Oh, no. He funny.
Unknown Speaker 46:14
Well, I have when I said no, I yes. Well, um, last week or two weeks ago, some of my people did pack some questions, you know, about before going to have an office in that particular state. So, and that’s not the first time the question I’ve been asked, that’s probably the second or third time. But I did let them know at this moment, that’s not our focus. Yeah, our focus is in getting the safe house beaut, right, which is already going on now. Maybe down the road, you may consider that but that’s not where our focus is. You know, and I did understand that people from that area is like the next person will ask that same question. So just let him know, you know, and that’s my guess it’s good. Right now associes has been counted somewhere else ever where we have an office right now in a different state? Is it donated outfit, so we’re not paying for it right now, open for an office, if someone wants to say, Hey, you know, go to for rent and office, we’re still going to furnish it and also have somebody stay there who will be paid. So that’s taking away resources from completing something seems most what we’re doing right now is cell phones that don’t have phones coming from other places, even if there were phones coming from other places. They are phones that are targeted and targeted for a particular thing. So we cannot do that. So that’s the way to handle that. So I think Found out that that very, is very easy to fall into the trap of trying to please everybody. And at the end of the day, because you’re afraid, okay, they may leave. If I don’t give them the right answer, then maybe they’re not the right people for the job for today, so if they leave because about 20 people had applied to be volunteers. And when we set up interview five showed up, and we took, you know, we’re still trying to process that five and see how many people will be remaining, but some other people can come in. Can you fit me in? No, I had a window of time to interview. So I’m not gonna call out what I’m gonna do next week, just to fit you in when you choose not to even respond. So that’s the way I believe that we’re gonna do it and what we learned last year week and the week before, I would say, really helped a lot in informing that decision. So
Unknown Speaker 49:10
very good. Yeah, very good. Because that having the clarity about what you’re doing, and then part of it is, is helping all those on your team to understand the organizational level goals. And And again, that’s where we’ll, we’ll get to next week to the actual system for doing that. And, and, and it’s exciting to know that there is such a simple way of doing that. And yes, it takes time to learn and to integrate into what you do. But it is such a powerful one. And I’m excited to get to that next week. But I think you’re beginning to see that as you just really keep that alignment between everybody of understanding what the objectives are where you’re at, it helps you, it helps you say no, when it’s distracting, it helps you clarify how to communicate with the people that you’re working with. And it just allows you to focus in so much more in order to accomplish, ultimately to accomplish the impact that you want. So, let’s, I will go back to screen screen sharing. And, again, the pivot point here really is that x factor and having that and I’m calling it that piercing clarity about how to best produce the long term results for you for your team for your organization. And part of that, that’s it’s a discipline that’s it’s hard, but the very best organizations that do it The best have that kind of clarity. Now the first day and the second day, the first month, the second month, you may not have that kind of clarity. But to know that this is really something that’s important for you to continue to work on and hone that alone is is a clear destination for you to take your team or organization. And so working on this next piece, which is the, the importance of The X Factor is what I want to get to if I can get my screen to move on. Maybe I have to, there we go. So the X Factor and this is where we’re just going to map it out. And then I’m going to point out where one of these elements are going to be the homework and so even the doing of this you No, you can do a first a first brush up on all of this. But again, it’s clarifying at the at the organ, you know, in terms of an organization that already exists. It’s, it’s what is that organization? Or if it’s you building your organization around you, then it’s more. You as the founder, the creator, the entrepreneur, what are you deeply passionate about? What is your mission, understanding that now what we’re doing here is we’re looking at all of these elements of this factor in life. But we’re looking for the intersection of these. That’s going to be the sweet spot for you to work within. You can work anywhere in you know, anywhere In the world, you know, associated with what you’re deeply passionate about, but will you be the create the most impact? Will you be able to influence others so powerfully and that’s the question. So the other another area that is critical is, what can you be best at? Now, if you’re, you know, if you’re a computer geek, you know, you may not be the best at public speaking.
Unknown Speaker 53:38
Unknown Speaker 53:42
an enterprise that a computer geek would would start up to work on and seek to find his his or her unique capacity for will not will not emphasize public speaking. They may have to grow into that. They may Have to end up doing that, but they wouldn’t build a business around it, they wouldn’t build their organization around it. So, another key aspect is what can you be best in the world at
Unknown Speaker 54:18
what can you be best in the world at
Unknown Speaker 54:26
another piece to take into consideration is you know is is the grounding of your service and this is where this element is is not was not traditionally in the hedgehog concept, but is this part of this what I call the X Factor? And and part of this is a way to ground your service now your mission will innately your you you will have in mind You know, a niche a group of people that you serve, the part of your mission will will implicitly involve someone, some group, an individual or a group. And so part of what you need to do is to ground your service to that beneficiary. In actually understanding their world, their needs, their perspective. I think historically, many have worked in the development field around the world. And anytime I speak to anybody and UNDP or anybody who’s worked in development or or who has just simply sat back and observed on a more scholarly fashion at the evolution of of development in the world in terms of helping an aid and support and helping developing countries or developing communities or helping the vulnerable, increasingly they’ve recognized that you can’t just have somebody in America saying all I’ve got these resources here, let me take them to this country that doesn’t have these resources. That’s helpful at some level, but it’s certainly doesn’t provide a sweet spot for optimal impact and influence. So grounding what you’re doing in in what it is that the the recipients the beneficiaries, the the CO creators of all of this ultimate Utley, even though you may not think of it as in the beginning, the CO creators of the service it will be the beneficiaries are is an essential component. And when that’s missing, you end up with all kinds of stuff going on, you end up with incredible amounts of increased amount of politics and corruption and whatever else. And then oftentimes when those organizations leave or they can’t stay for whatever reason, or they run out of money, they leave and then anything that was being done in that country or in that location or in that beneficiaries, life dries up, because the beneficiaries have not been included in the concept in a co creative way, with what is being created and it is such an important piece that is Usually missing. And I want, and I want to give you a tool today to help you can, you know,
Unknown Speaker 58:09
get access to that.
Unknown Speaker 58:14
And then the other piece is understanding what fuels your resource engine. And this is where we look at. If we were in a business, we’d say, you know, what are your financial resources. But in a social enterprise, you have to look more broadly in terms of your resources. Now, money is one of those resources, but it is not the only one. Another is as afonya was talking about our our, your, your volunteers, or the donors who donate the use of an office space, but you still have to come up with the funds to put in the office equipment and to have some you know, to turn on the power And all those sorts of things. So there are a number of factors. And these are all unique to each organization. So again, I can’t tell you what to do in each case. And this is where part of part of what you do as the, as the leader of your organization, you need to assess your existing resources and even your situation, Grayson in women’s Federation, you’ve got, okay, so the office is provided, but maybe you’ve got other resources that you’re not even tapping on. Maybe you could be utilizing some of those interns differently in terms of, you know, what can they what what might they actually want out of coming to the UN even more than what you’re providing them? And how could that potentially provide you with additional things that you could utilize and or need for your your mission? Again, part of this is just exploratory. It’s it’s you think about things it’s you digging into and researching and your analysis, your you know what, what some call peel. So that’s a bit of planning and
Unknown Speaker 1:00:16
Unknown Speaker 1:00:19
engaged engagement and learning. So you think about things, then you jump in and do something, then you talk with people about it and brainwaves brainstorm about what it is that you learn through the execution process, whatever little thing it might be, an execution could be a tiny thing, or it could be a big thing. But this peel process is very, very simple. But you plan you execute, you engage those involved and think about it, and then you learn from it, and then you start the cycle again. So this is an iterative cycle. That helps you constantly keep on moving loop learning and improving so that you iterate your way to awesome you don’t just Wait until you’ve got everything perfect. And then hopefully, you know, pull the trigger. Now if you’re sending rockets into space, yes, you want to have that rocket in really good shape so that when you pull the trigger, it doesn’t blow up and lose the whole payload. But every situation is different. You have to adjust, you know, they do their experimentation and their research too. And they, if they to iterate, they’re way too awesome. But it just looks, their milestones are a little bit different than yours. But the point here is this X Factor, your sweet spot in here is going to be this spot in here. So this won’t always jump out at you. Sometimes you really got to work and wake up in the middle of the night at three o’clock in the morning and say, what in the heck was that? Or, or and you might say, Aha, I’ve got it. And then the next day when you wake up, you say, Well, that was good. That was progress. Maybe wasn’t quite it, but it’s a process of of clarification, and being, you know, sometimes you won’t be struck by a lightning bolt. But you will. And when you notice, you will see the progress that you make and feel good about and celebrate batch celebrate, celebrate, I go for celebrating, you know, definitely celebrate every little step that you make, you know, be a kid again, okay, you don’t have to do it outside but you know, sometimes at least jump for joy inside. But that that that is the sweet spot of your this is your x factor where Yeah, you could do a lot of things, you know, like grace, you work with women with women’s you could you could do you know, domestic violence stuff. I’m working on a domestic violence thing in COVID and, and a finding out is about that and so that’s what I’ve got that on my mind but but that’s probably not your your ultimate You’re not going to be the the organization for domestic violence, you address domestic violence, you don’t condone it all kinds of things but but it’s not your sweet spot. So figuring out where it overlaps with what you can be best at in the world, what fuels your resource engine so what fuel if you really need if you rely a lot on on on volunteers and volunteers are a major way that you operate. And then you need to get funding in order to support your your, the work of your your volunteers. If you need to end up getting you know, some some office space or something you need to get some donations. anyway the point is you have to understand what what resources you are needing and you have access to
Unknown Speaker 1:04:00
Through the stakeholders and the people that you work with. And you know, in the case where you don’t have sufficient funds coming in, then then it’s important that you start to make a plan for doing that and seeing that as essential and not just as a painful thing to do but as an opportunity to make the impact that you want. And then aligning that with your sweet spot. So if your sweet spot is volunteers and membership, you’re not going to go out and say, Okay, well, I want to buy and sell things to make money for my for my programs. If that buying and selling process is going to totally take you away from doing the work that you’re that you need to be doing with your volunteers, and with your interns or whomever you instead might find ways to enhance hats, people’s membership in your organization that helped them become better volunteers that they would be even prepared to perhaps contribute towards. Or you go out and find a donor that is, is able to make a donation for that kind of a purpose. Anyway, the point here is to align all of the elements, and it is your most able to do that alignment, when you are very, very, very clear about the sweet spot. And again, part of part of what informs this to make sure that you’re really doing something bad. That is not just nice for your beneficiaries, but really is something that is core to them essential to them. Powerful driver for them, and then it’s important that you, you do this kind of work out here. So that’s what the X Factor Is this sweet spot in the middle. So it’s not a matter of ignoring anything about what your work is. But it’s a matter of gradually gradually gradually finding what it is, that is lies right within that sweet spot. And so that’s kind of what I call the X Factor. That’s what you’re deeply passionate about what you’re best at what fuels your resource engine, and what are their their needs, your beneficiary your core beneficiaries needs, in their words in their life, not just as you see them from where you sit, where where oftentimes we sit in a relative, you know, ivory tower compared to our beneficiaries, we need to get on the ground with them. And so this is all part of what it takes to make an exceptional organization. And you begin with passion, you refine that passion with rigorous assessment of what you can, you can best contribute to the community, and you have to align it with what they want. And then of course, tie it to your resource engine and then you’ve got to build that your what is in the business world is your financial engine in your social engaged social world is your your resource engine. And it’s more complex in the end yet you’ll find threads of that and answers to those questions, as you better understand your logic community. So that was the that was that next point that that we need to find that X Factor. And then in a sense, the fifth part of all of this, moving on toward an exceptional organization is recognizing that it takes time. It’s, it’s, it’s not a switch. And, you know, it’s just like, when you’re younger, you hit your head a goal when you’re a teenager, you say, yay, you know, I when I’m a teenager, teenager, I’m going to go and do such and such. And then you went and did that, and now got another goal. So we constantly do, adapt and change them. Maybe not the core goal, the core needs to stay solid and true. But But how that goal is played out how it is expressed how it is done in the 21st century, as opposed to how it was done in the 1900s. All of these things are our effect and it’s just so important. I maybe give it an awful lot of I underscore it, but the iterate to awesome concept means that sometimes you have to be prepared to step out and start doing things before you feel like you’re ready. It means having to have courage. It means having to, you know, in,
Unknown Speaker 1:08:52
in some spheres, they talk about failing forward and you get out there and you don’t do it optimally. Well, the I’m not sure if anybody does anything the first time optimally, is that bad? No, it just means there’s some work to be done. But when we, when we feel, you know, when we stand like we’re about to put our foot out and take that step into something that we haven’t done before, it’s always there’s always a little anxiety there. There’s always a little anxiousness. We always feel the butterflies in our stomach, you’re about to step on the stage. Even if you stepped on the stage. Many times you still sometimes getting onto that stage can be just a little bit, but learning to see those butterflies as excitement and not fear is part of the reframing that leaders do, to get themselves to get out there and do the thing, do the things to be prepared to iterate to awesome, to be prepared to fail forward, to be prepared, prepared to simply build that what some people call a flywheel. Has anybody ever done any pottery you know? ceramics. Now this day and age and most of them have got an electric flywheel but, but still, there’s usually a flywheel associated with it. And you can either turn in its its weight, and getting that flywheel up to speed. Because you need actually a lot of pressure, you need a lot of strength in that flywheel to be able to mold the clay. If it’s just a little motor, you know, you put your hands on the clay and so that’s why you have a flywheel, which is usually something big and heavy. So it takes time to get it up to speed. And to some extent, that’s what you are doing when you are creating an organization that is able to have an impact and have longevity is you really do need to build something that has momentum. So to preserve your core and to build on your X Factor you need to continue to attract people who can, you know who really have vested in what your X Factor. You need to build the strength again through building getting the right people into the right places and to realize that you’re building a mechanism of sorts. You’re not just building a you know, a group of people who spend time together, you’re building a system. And then as you do this, you begin to come up with the results and as you assess them, again referring to next week’s to next week’s tag system, you will be will be you will be setting up on a on a weekly, monthly yearly basis. And you can track it every day, if that’s useful to you. Even some of the metrics that have been very useful for helping you show people how effective you are Because usually as you know, when you go to people that say, Well, this is really good, this is really a good thing to do. That’s nice. But usually people need something a little bit more, you know, there’s nothing like having some mission successes, some trend lines, you can show them some outcomes, increases in numbers, whatever it might be, that are the milestones of the work that you do. And to have them because you’ve been working with them, and to be able to show them is really, really critical. And it can’t be just something that you do five minutes before you run into a meeting and have to show it have to try to convince somebody that you’ve been doing a good job. It should be something built, that you’re drawing from the system of the way that you’re working. And that’s the whole tag system that we’ll get to next week. So part of it is creating a passionate culture promoting leaders who live the core values. Again, I can help I mentioned this locks last week, it has been proven that it’s more effective to select your new leaders from within rather than from without, there’s so many complexities bringing somebody from the outside in. It’s really important for you to throughout your organization, align the word and the deed, to align your goals, your objectives and your actions. And in the end, to be productively neurotic to be mad about it to be crazy about it to really be a fanatic. But about something that’s really great.
Unknown Speaker 1:13:34
So, next week, as I said, we will get to the tag system, transparent and align goal system. It’s adaptive, it’s an adaptive way of you know, it’s adaptive goal setting framework. And that’s next week, but now and all that’s part and parcel of you know, the exceptional input and exceptional output stuff. Oh, this is a I’m going to get out of here from Oh, Because I think I’m accidentally
Unknown Speaker 1:14:03
going into a
Unknown Speaker 1:14:07
replication of things. Ah, yeah.
Unknown Speaker 1:14:13
So is there any any question on that X Factor stuff that any any anything there was anything useful? Do any trigger Any thoughts? Let me know if
Unknown Speaker 1:14:31
you have any thoughts about finding that sweet spot any questions that you might have?
Unknown Speaker 1:14:41
Yeah. For us, I think Switz parties, the customization, the uniqueness, so we’re working on developing that, rather than just being everywhere, just priding ourselves with that customization and uniqueness. Where it is based on what works for the person, rather not what I actually think will work for them. For example, there was a case we didn’t handle it, but it was they shared it to me and I did tell the people, okay, the lady was raped and killed. So she had a son who is young, and they got the police involved. And but the goal was actually to bury her. So she’s been in the mock trial for over six months now. So when they first told me and I shared with the people, why don’t you guys walk on marrying the lady, then you can start pursuing the case. But they wanted to pursue the case because they wanted people to know they’re prosecuting things yet. There’s no suspect. The family wants to bury the lady. So the other day they called me and told them like, but I told you guys before address, the main thing, what did they want? So I’ve come to realize that we are kind of providing his service, which Denise, which is the customization to the individual, not to what we think should be best. So I’m taking my time now to develop that and ensure that both the volunteers and the coordinators on the standard is not in the multitude of things that we’ve come across, but in actually how, you know, the how, where did we do, the quality of it and how best was that situation so and addressed were the beneficiaries We’re no longer put in harm’s way. But they were actually, you know, put into consideration and what we’re doing so, and that’s what we’ve been working on and trying to still developing it when you talk about swissport, identifying that sweet spot is the customization. No.
Unknown Speaker 1:17:20
And I think, you know, on that, and I’m delighted to hear that, that that is your focus as an organization. It’s, it’s very inspiring and funny. And I think the the tool that I’m about to launch into and provide you with will, you will adapt it and to your own purposes, but I think it’ll just give you a kind of like a core, a core base to work with so that you can even further almost institutionalize your customization process. So that’s, I think that’s a very exciting thing that you’re doing there. And then down the road, then that’ll be part of your messaging that you’ll need to really work on is how to make that very, very clear that this is what is unique about you. And that’s and tying that messaging together with your various stakeholders, because you’re, you’ll have your beneficiaries, the direct beneficiaries, and then you will have for example, in in that case you were mentioning, you’ve, you’ve still got stakeholders who are, you know, in the legal system, right? People who are wanting to make sure that they can
Unknown Speaker 1:18:35
follow through and prosecute.
Unknown Speaker 1:18:38
Or even maybe, you know, the police are part of the stakeholders in this case, they’ve got to find them first. But but then they’ve still got you’ve got your legal system that’s part of the one of the stakeholders in all of this, as well as the the individuals. So having ways to communicate your work to all of the different stakeholders as part of what a this next step will do. And then as you think about and reflect upon the information that you get from those different stakeholder groups. So for example, what are the tool I’ll give you, it would be good for you to use some version of it. Again, you adapt it to when you speak with the director, the main beneficiaries, but then also when you speak to anybody in the legal system, it’s going to be important for you to adapt and use it to draw out from them what are their deepest concerns, so that you can still your work can still support that stakeholder group as well, while also communicating what it is that you specifically do. So thank you for that. But I think you’re going to, I believe you’re going to enjoy this week’s homework. At least I’d like to think that you’re going to enjoy this week’s homework because I think it really is very, very valuable and right up your alley. So any other comments quickly otherwise then I’ll I’ll move on and try to get this get myself. Get the homework out to you and get this done so that you’ve got your homework for next week. This is going to I really believe this is going to be fun for you. You know, strange fun, maybe my concept of fun is unusual. I don’t know but it will be fun. So, um, let me grab this back again. I’m going to
Unknown Speaker 1:20:50
I’m going to screen share. Again home. Think I have to arrange
Unknown Speaker 1:21:04
Unknown Speaker 1:21:11
so the the things that the three aspects of alignment and I talked about alignment because we want to get, you know, all the ducks in a row so to speak, or you part of it is figuring out your, your, the milestones of the journey that you’re on. Because each each thing that we’re doing doesn’t you know, it’s not just a one task. It’s not just the flip of a switch. But we’re on a kind of like a journey. So the three aspects that are of alignment are your X Factor. And so now you’ve got the and week it during our free days, we’ll dig more into the X Factor, but you’ve got the outline of it. And now you’re going to be working on that one key element of it this week. And that’s what I’m calling your stakeholder drivers, you could call it market research you can call it focus group research. You could call it anything you know, call it anything you like. But the point is, is to understand what is driving your what what drives your stakeholders and, and then the other aspect is the tag system that I go into next week. These are the three main things that will align everything that you do. So last week, I had you identify your key stakeholders. I hope you made lists. I didn’t see any any any in the homework in the in the Facebook group. So I hope you made your list. And if you’ve got a list, you know, just somewhere Why don’t you drop it in the chat just so that we can see what kind of stakeholders each one of you have. Or you know, just put in a few stakeholders that you can quickly identify now, just drop them, you know, one at a time in the chat. But and each one of you may have slightly different ones I would assume you do. So that was last week’s homework. And I’d also asked for you to identify one of those stakeholder groups that you have access to. and preferably, I mean, you can have as little access as you want, but preferably, it’s like a group of five to seven to 15 individuals. Now, if you’re choosing your your beneficiary group, I suspect you’ve got plenty of those. And this is still something that you can get going this week and I because I want to get feedback from you on what your experience was of it last week.
Unknown Speaker 1:24:00
Unknown Speaker 1:24:03
that’s part of my challenge. I can’t see the chat when I’m on screen. But so I want you to choose one of these groups and then this week, what I am going to provide you with that was last week’s homework. Okay, but so where are we going this week is now focusing on the stakeholder group that you chose. I want you to do as many interviews with them this week as possible, using the 10 question stakeholder drivers discovered discovery sheet. Now I’m going to put that in the chat link and it will also end up by the end of today. It will also be on in the week three of the membership area, but let me go over what that is. Let me go over that now with you what’s on that sheet and stakeholder drivers, I will just pull that up with my screen share. So this is what I’m calling it co creating the solutions. It’s uncovering your stakeholders drivers. Now, the way this is going to work is that you’ll will, you’ve got your list, you’ve identified your people. So I want you to send them either a simple email or call them and say, Hey, I, you know, I need some help with, you know, you can adapt this email or call I need help. I’m planning on honing in on how our organization can better serve you. And I’m looking for 20 people to do quick 15 to 20 minute discussion. call on the phone, or however you do it in these days of COVID. If you and you’ll recognize this, if on a, if you’re willing to get on the phone with me to do this quick research, please let me know, much appreciated in advance. Or you can call them and say, Well, you know, would you, you know, couldn’t we schedule 15 to 20 minutes to do this research? And then schedule a time, ask questions and take notes. I mean, this is kind of your homework, okay? What you’re what you’re going to be doing is you’re going to be calling them, you’re going to ask them these 10 questions, I’m going to go back to the 10 questions. In fact, you know, you can get this done in 20 minutes, just if you get, you know, stick to really listening to what they’re saying and talking about, but it’s better to allow yourself for each person about an hour so that you can prepare yourself before you get ready for the call. And then you do the call, with the And then make sure that you take notes and get yourself ready for the next call or whatever else you can do. an hour is a little, you know, an hour is generous. But, um, but that is just to give you a, you know, a practical guideline for how to do this. This is just the nuts and bolts of doing this. And I really hope that by next week, you know, someone, someone will have done at least five of these because by the time you start and get to five, six and seven, you really begin to see patterns within that stakeholder group. Because one person is interesting to people, you’ll start to see overlap three people, four people, five people, you’ll begin to see what is the pattern and if you get to 15 and 20, then you will you will be so confident that you’re you you know that you’re on the right track. And so the point of doing this is not us thinking about what you think you know about them. But finding out from them what their thinking feeling. hopes and fears are now I’m going to die. Why do I call it drivers?
Unknown Speaker 1:28:14
And it comes back to a little bit you know, Maslow’s, and I probably should have put in a picture but I didn’t you know, Maslow’s hierarchy of needs and or even just understanding and I get into this not I don’t get into this in my training, but I’ve done. I have my own leadership intelligence framework that I don’t get into here. It’s, that’s for more longer term training that I do. But it’s called the trend Sicilians framework. And it goes over, you know, it connects with how we function as biological psychological, emotional, intellectual, you know, beings you know, who have aspirations who have, you know, more, the higher levels of Maslow’s Hierarchy of Needs now quest for the higher the more altruistic issues in life, spiritual realities, whatever, however we might may articulate those. But at a very fundamental level, we have to understand the things that are below. It’s almost like a lot of a lot of the way we function as human beings is we out, most of the way we go through our day is kind of through our thought process. And we think that’s the way we go through our day. The way we actually go through our day is more like an iceberg and it’s some or pre rational. Our body is functioning anyway, we have certain senses and feelings because of the way our body is functioning. We have certain emotions that arise based on whether we know a startle reflex or whether we get triggered by some emotional thing or whether we hear something that wrenching Are heart into another direction or where where part of our part of our attention is on something else because we’re worried and concerned about the health of a loved one or some other situation that is nagging at us. We think our way we think our way through our day, but so much of who we are, is below how conscious or pre what I call pre, pre rational pre our rational thinking, we think of ourselves like Descartes, I think therefore I am. But the thinking usually comes after the pre rational stuff, we justify a lot of the pre rational stuff without thinking. So a lot of the time we’re not taking we’re not paying enough attention. We’re not aware enough. We’re not utilizing enough of our understanding of our emotional and even physiological drivers in Life. So part of the point of this is, is to uncover, to kind of like just to take to look a little bit more deeply into what is driving what’s driving our stakeholders and getting it in their words, not just my rational understanding of what it is that they are doing, and therefore what I want my organization to do, which was the point part of the point of what it funny was talking about. So the questions really are aimed at getting at those pre rational concerns at what you see is challenging. What you are, you know what the fears that drive you I mean, if there’s anything that drives a human being more profoundly its fears, the first thing that drives us and, you know, our fears are our deepest our our deepest concern. And the things that that annoy us and I think if Anya will probably remember some of the questions that I asked you and these questions are so adaptable to almost any situation at helping to tease out and uncover what you are contending with as you deal with people, whether they want to think that that’s what you have to deal with, whether it’s what you want to deal with or not. It is that reality of a human being It is our deeper drivers in my in my transfer aliens framework, I go over the four dimensions of who we are as human beings, and our drivers are a key piece of this and and that that that those main drivers just very quickly our you know as our survival drivers hours social emotional drivers, and then our rational understanding because they’re all parts of who we are. And and again, talking about alignment, we actually have to align all of those to be very functional and not
Unknown Speaker 1:33:17
and not torn apart and disassociated human beings. But without getting into all of that sort of stuff. The main point here is that to understand what is driving what these questions will do that, so I’m just going to walk through these questions really quickly. And then this is what I want you to you’ll find your way to adapt these essential points to your community that you you ask the questions of, but there’s the the key thing to take away from this of the drivers, but it’s also important for you to get additional information that really helps you in doing your work. So, start with a very simple question, you know, what do you do in relation to the organization I, you know, and even here, it’s important to hear from them what they think their roles and responsibilities are. Because sometimes what we think their role is, is something different than what they think their role is. And all of this is good information. When it comes to you to fulfilling your role your stakeholder duties or to being a beneficiary or to being a student or to being an intern or to being, you know, somebody who were taking care of what whatever it might be, whatever your duties might not be the right word, but that one word doesn’t fit everything. The question here the key question is, what is your what are the biggest challenges that you face? So to hear from them, what they think are their biggest challenges really, really helpful information But again, it’s in the context of them being a stakeholder because any in any of us, it’s important to contextualize it because any of us are aware were daughters were mothers were entrepreneurs were business people were chairs of organizations, whatever. And so I would answer those questions very differently according to the role and responsibility that I’m talking about. But you know, in terms of them being a stakeholder, what is the what are the biggest challenges that you face in fulfilling your responsibilities? And then the next one is in terms of those responsibilities, or that work or that task? What are your deepest concerns or the biggest fears that you face? And many times ask them, you know, they’ll answer something, and then ask them again, you know, is there anything else? And then maybe they’ll think of something? Is there anything else
Unknown Speaker 1:35:59
allowed them to go deeper
Unknown Speaker 1:36:03
so that you can begin to really hear their hearts, their heart and concern. So you can get to get this information that probably nobody else maybe nobody else has even ever asked them. Now you have to promise me that you will use this information honorably as you speak with people to respect their dignity, to respect their their willingness to share this with you to make sure that you never use this in any public way other than for understanding what it is that they are dealing with. And for that deeper understanding of their their concerns. Never Never abuse people in any way. I know you want but I still have to say it out loud. Because when people share some of these things with you, they’re you know, they’re that’s that’s making, they’re making themselves vulnerable in ways that the average person does not. So be respectful. And some people won’t, but some people will keep the guard up and you’ll get very little information from them but you’ll get you will get even that information will be some information. So, notice and observe when it comes to and then the next one is when it comes to stakeholder duties, what are your biggest frustrations in dealing with your your organization. So again, this is how they are working with you and your organization. And this will give you lots of really useful information for you to think about. As you go back to your your, you know, you figuring out your that sweet spot of your X Factor. This is all wonderful, wonderful information that really helps you understand them, then helps you understand them in relationship to you and your opening. And it helps, it begins to help you see your way forward, better, and the neck. So you’ve gone through those challenges, fears and frustrations, concerns or fears, however you want to phrase that. But again, part of what that is, is, you know, having them take the time to even feel safe to let you know what the heck they’re frustrated with about working with you. This is wonderful information, How many times will they have been asked, you know, tell me tell me the dirt on me. Know, most people usually get get get cursed for doing that not not encouraged to do that. So this can be a very, even in and of itself. It can be a very valuable experience for them as well as for you. So don’t underestimate the power of this. Then, next question, and you can keep Keep moving, take notes, make sure you take good notes. For all this, especially for those those challenges and fears and frustrations. And then ask them, What would you like to learn about? You know, so that you can so that you they can fulfill their duties or their responsibilities so that they can be a better stakeholder and ask them if there’s something that, you know, maybe they need to know more about the organization, maybe they need to know, maybe they need training themselves, maybe they need even better volunteer training. They may feel like they just don’t understand your organization well enough to really get behind it. You know, you don’t know until you ask them, but asked them what they would like to learn what would help them do their do their work better. Then Then I asked what I call an engineering task, you know, Disney has its Imagineers. And I think I might have even asked you guys, what was the you know, what? If your organization was the best in the world at fulfilling its mission? You know, what would that allow them to think about how that would make them feel? What what what impact would it have on them, but make sure that they turn it into, you know, kind of, like very real, like, tomorrow morning, if you woke up and all of the the organization was working optimally. What would your day look like? So turn it into something concrete, not just some air, you know?
Unknown Speaker 1:40:42
Not quite Disneyland. So, not a Disneyland but you know, what would your day look like make it concrete and real so that they can imagine being there because that also helps you understand what is optimal and what being Best of the world would do for them concretely, and how it would change their life. And you can share that with them and even celebrate that with them. I had some delightful moments when when I use this kind of a question with a number of people. You can see how the kind of world they want to build, and it’s wonderful. So it’s really important to also help them to feel that with them, to have that moment with them and to allow them and encourage them to turn it into something concrete and achievable. So then you can also ask them, you know, again, if they’re wanting to learn something coming, this is circling back around again to learning. The important thing there was to take them on that small journey to envisioning what kind of an organization never know if it was the best in the world what it would do for them. What would mean to them? So then again, ask them, you know, so they’ve said something that they would like to learn but then then you also need to ask them or how, how can you best provide that for them? You know, what, what are their ways that they would prefer to be able to learn that Oh, get that. Because again, this provides you with information about how you can better interact with them, to move them along this stakeholder journey to help them do their work better so that they can support you better because all of that is gradually getting in alignment through all of these processes with your core organizational structure. And so you know, your board members will want something different than what your beneficiaries are and different than what your volunteers will need. But again, it’s important to hear from them what what ways they would like to learn or upgrade their their capacity to support your organization.
Unknown Speaker 1:43:21
And so then
Unknown Speaker 1:43:24
then, you know, the end, the next question is a time and money. You, you maybe in some cases, you could be saying, Hey, I’m willing to provide you this training.
Unknown Speaker 1:43:38
Many organizations will even
Unknown Speaker 1:43:42
asked for, you know, some kind of payment for training. If it’s your board, you won’t ask them. Hopefully your board members are doing some fundraising and bringing funds in other ways. But you know, if they’re not then maybe and I say this is one of the ways that you can support you can support us, you know, pay for training or whatever. But probably more important is not so much the money is the time how much time Are they willing to invest in this? Is it important enough to them and the amount of time that they’re willing to put into it will give you some kind of a measure of how important it is to them. So, that information Do not underestimate again the value of getting that information from them find out how much time or money but time I would say is the most important thing here that they would be prepared to put in to upgrading their capacity to support your organization. And then, so, then, the next question there is so if we and and all of this is exploratory and so you can say you can add in a leave out any of these questions as you see fit based on what your your purposes off of this, but it just gives you a track to run on it. Something to pick and choose from. But this this, these, these latter questions are not as important as the first ones for you. But let them know that if you decide to put this together, would they like to be part of that, you know, test it out and do it. And if people do then, you know, arrange a time when you circle back around, if that’s what you’re developing, or if it’s still just really exploratory. You don’t need questions nine and 10. It’s totally up to you. But I’ve got mapped out all of those questions that give you a good beginning point for using this stakeholder drivers. You know, it’s a discovery process. So, again, the key questions that I want you to take notes on, are that feedback into that feedback into the
Unknown Speaker 1:45:56
Here we go.
Unknown Speaker 1:46:01
The feedback into into this is grounding your services and what are their needs that this element is such a creative key and critical part of this whole process of finding your your X Factor is getting that feedback and ideally ideally for you, you would you would get this feedback from a number of the stakeholder groups not just from one you may begin with like grace, you might begin with your interms maybe all your stuff team, your team, I don’t know. If Anya is probably going to begin maybe with with his the benefit the beneficiaries of his
Unknown Speaker 1:46:51
Unknown Speaker 1:46:56
funmi may decide to focus In on, on some of her support stuff, and you know her, her team, she might want to get feedback from her team as part of her first. You know, work on this. So So the point is, this is something that I would hope over time you utilize this process, this discovery process, not only with one of your stakeholders, but at some level depending on the, the the work at hand with most of your stakeholders, because it will if you’ve got three main stakeholder groups in your organization, some main organizations might only have two, some might have four. You know, it varies with every organization and that’s not my call. But I would strongly encourage you to use this as a way to more deeply understand that stakeholder group and therefore this plays out later on. So, how you take them from where they are a you’re finding out where they are on certain issues, and take them through that longer journey of becoming more productive and aligned with your work in your organization. And therefore, this all affects the impact and influence that your organization can have. Or your team can have. So, any questions on that?
Unknown Speaker 1:48:33
Yes, quick question. All right. Are you able to post this tonight? Cuz I’m gonna be meeting with some of the stakeholders tomorrow.
Unknown Speaker 1:48:41
Yeah, let me let me drop it in the chat now. I think I think I can
Unknown Speaker 1:48:47
put that in. Let me see my chat.
Unknown Speaker 1:48:52
I’m in a different area.
Unknown Speaker 1:48:58
Unknown Speaker 1:49:05
Yeah, James just said his network is so bad he would love to participate, but would be glad to download the audio meeting after the session. Great. Okay, so the let me send everyone in the meeting should be able to
Unknown Speaker 1:49:33
add a file. Let me see where I’ve got that file.
Unknown Speaker 1:49:45
One of I don’t know how many thousands of files that I’ve got
Unknown Speaker 1:49:56
Unknown Speaker 1:50:00
Yeah, you can, you can all download it and I will post it of course on page three that will be up there later on today by tomorrow morning, but you should have that
Unknown Speaker 1:50:12
we are able to download that if any.
Unknown Speaker 1:50:21
Unknown Speaker 1:50:22
I just dropped that file in the chat box. Okay. You should be able to download it from there. And I will post it. It’ll be in the all. I’ll post that immediately after this in week three. Anyway, any other questions from anybody else?
Unknown Speaker 1:50:52
Do you have any questions grace sorry, James are it looks like we lost for me. I think And James, I will have the sound. The audio from this posted very soon after the video usually takes longer, but I’ll have that that stuff done really pretty quickly. I’ll just need to grab a quick
Unknown Speaker 1:51:17
something after this and then I’ll post everything for you.
Unknown Speaker 1:51:21
Any questions, no questions.
Unknown Speaker 1:51:26
Unknown Speaker 1:51:34
Are you beginning to see how all of this starts to fit in? And is it starting to make a little bit? Is the picture becoming a little bit more clear about how all of this can come together and help?
Unknown Speaker 1:51:53
I guess for me, I’m starting to get a sense of like the areas that I do have control over. Yeah. Which I think was thing that was overwhelming for me last week so
Unknown Speaker 1:52:05
yeah, yeah, and a lot of it is, is you know, because because you’re in a situation where there’s a there’s a bunch you can’t you cannot control but as you as you come back which is why I talk about teams and or it could attend can be as few as two people in reality two or three people at least you know, whatever but you know where where you can you know, where you do have some level of control and hopefully at least over yourself then, you know, stop there that’s that’s the place to start. And then even as you begin to work with that, then you have something to talk with others and then then you can start the impact up you can’t always you know, if you’re not in if you’re not in the leadership position, you can’t drive it down, but you Still can impact up. But it’s important to have your your foundations in place and to be doing this kind of thinking concrete thinking, and to have done this research, it’s nice to get it done and change everything in you know, with the, with the click of your fingers have, you know, tap of your heels, but most of the time, it takes a little bit more than that. So yeah as you really think about you know, what it is that you what it is that you can have say so in and it’s probably a little more than you think.
Unknown Speaker 1:53:41
I had, like, I can see I have a lot of influence, you know, like, not that I don’t it’s just like entire areas. It’s It was difficult for me
Unknown Speaker 1:53:51
to identify kind of
Unknown Speaker 1:53:53
the parameters of the parts that I was really the actual main leader of so um, yeah
Unknown Speaker 1:54:01
Well, that even that there is clarifying. Right? Yeah. I mean, that’s, that’s that’s important because now something that was fuzzy has has come into sharper relief. And that that then gives you something more clear to work on. Absolutely fantastic. Really good to hear. Yeah.
Unknown Speaker 1:54:22
All right. Yes. Question, actually, is really awesome. You know, identify one partner agrees you’re with the women Federation, correct? Yes. Okay. I think what do you guys do? If you don’t mind me actually?
Unknown Speaker 1:54:42
Great question. Um, that was the the confusion of last week and like, the title of my life sometimes, but um, I guess like, on the very top level, like on the grand scale, like the purpose of women’s Federation is to really awaken women. to their, their unique value in partnering with men to create something great in the world. So, um, there is a unique approach to how women’s how we view women’s empowerment, I guess. So that’s like the ideological level in terms of like my office. What we do, we’re the UN Office in New York, primarily. So, um, and we’re also the corporate office of the entire thing. So we kind of deal with like all of the administrative corporate stuff to keep it running as an international organization. And then we also do impact influence, essentially at the United Nations in New York, which means, you know, we have an internship volunteer program, we have partners with other organizations at the United Nations we work with we’re we’re parts of NGO working groups, which are essentially, Oregon. ization is made up of organizations that together collectively advocate at the United Nations.
Unknown Speaker 1:56:05
I find it funny as part of part of the alliance of NGOs and crime prevention and criminal justice, and so is aware of that.
Unknown Speaker 1:56:12
Yeah. Awesome. So yeah, like we’re part of NGO CSW New York. So that’s the Commission on staff, women, and the working group on girls, which is specifically about girls and girls empowerment. Um, there’s a few others that I just can’t think of at the moment. They’re all these acronyms. Yeah.
Unknown Speaker 1:56:38
So I think you find you froze a little, but he’ll probably come back in a second. Mm hmm. Yeah. Anyway, I would encourage the two of you, you know, to have even a a discussion sometime there may be some huh? There may be some interesting crossover potential there. At least you could put on you in touch with people who are in Ohio. And or you could if, if funny, I had people who he knew in the New York area who could benefit from interning because he works with women women’s empowerment as well, from a, you know, on a more anyway, on a slightly different level. But yeah, so anyway, I would encourage the two of you and this is to me part of the value down the road as this kind of a group begins to grow the networking that is possible. Through discussions. I mean, there’s the content and but then also, I think there’s this potential for and part of that is taking the time to find out from one another, how you can, how you can do that and, but anyway, that’s a whole nother thing, we could create all kinds of collaboration type events that that’s another thing down the road. Yeah. Good. Okay, well, I’ll leave it at that you’ve got your homework, I will post the homework in the Facebook group. I will post it also on the website area, and I will and I, in addition to be able to download the file, so you have your marching orders for this week. I hope you can do a couple of interviews, because I think you’ll find it actually quite fascinating and interesting. Yeah. I look forward to seeing you all next week. Thank you, and all the best
Transcribed by https://otter.ai
Great Work, You’ve done it again!
Each step builds on the other…
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