Unknown Speaker 0:01
Welcome to the impact and influence formula for change leaders. Now we’re already at week five. Now, this week, we’re going to be looking at the tag action system. I call it the tag action system. It’s really about transparent and adaptive goals, and how to systematize that in your organization in your work, so that it’s not just something you go and look at, think about consider and say, yes, that’s really good to do, but then don’t do anything about it. So today, that topic is actually really, I mean, this is one of the parts of this that I really love because it is, in a way, it’s so simple and elegant. And, and yet, you know, and yet it’s profoundly useful and implementable. And and can reach in and touch all parts of your organization. And what you do, almost, you know, almost invisibly, but it’s, it’s, it’s very powerful when it is used. So part of what I’ll go over today is, you know, getting your mind wrapped around what, what is this thing, and it’s as simple essential elements. And then part of the homework will be to look at how to begin to implement that so that it can be something that you really use, and I’ll look at it on a personal level in the team level. And on the organizational levels. They’re, you know, they’re the, they’re the kind of the main levels that we really do want to use that and I know that there are going to be some challenges with the organizational level for those of you who are not the CEOs or the people absolutely in charge. And but that doesn’t mean you can’t stop, you know, can’t start beginning To use these things.

Unknown Speaker 2:02
So that’s what we’re going to be going over today in with the, the transparent and adaptive goals action system. But before I go and get into the nuts and bolts of that I wanted to do a little bit of reflecting, on, on leadership during, you know, for example, during COVID, and part of this came out of because I’ve been in, I’m constantly learning. I mean, that’s one of the things that leaders have to constantly do. You’ve got to be constantly learning and feeding your own understanding of what’s going on

Unknown Speaker 2:40
deepening your knowledge, exercising, you know, taking action on what it is that you are learning, otherwise, it just becomes a useful another piece of data and information and there is data and information out the wazoo these days. any bit of knowledge, people think, you know, I could think of having, you know, you just have to type into Google, you know, you Google it, it’s totally a thing. But the whole next level of adoption is a very different thing. And and it’s, again, we come back to and grace and I were just talking about this a little bit. It comes back to understanding the human element and how we learn how we process how we begin to implement, what kind of feedback we get, how we react to that feedback. All of these things are part of the learning process. And leaders especially when everybody in our lives from when we’re kids, learning how to walk and and get our mothers and fathers attention. We’re constantly learning we’re taking in information from the environment. Then wet testing things out, folding them Standing up, but so learning and just because, you know, we have structures. And though even those structures are getting looser and looser these days with COVID we have schools, our parents send us or take take us to school, we go through elementary and high school, then some go on either to, you know, some kind of Institute or technical training or university or something like that afterwards. And so they’re all the structures, the social structures that have been built to develop, to enable them to facilitate our learning. But especially leaders cannot afford to not engage in some kind of learning and leaders have to take the initiative for themselves because nobody’s going to come around and say, Hey, this is what you really need. I mean, sometimes they do. And, you know, good mentors will help guide That way. But by and large, the leaders who really make the impact up consistently exploring testing, they they have endless curiosity about how it’s working, why it’s working that way and constantly testing and learning from successes and failures. So in that sense, the word failure is really

Unknown Speaker 5:27
an unhelpful word. Because

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in a way, there is no such thing as

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failure, there is feedback. And it informs you

Unknown Speaker 5:38
then what you do with that feedback is the critical piece. Now, part of why I wanted to look at at a change, you know, at the leadership side this morning is because I do speak to you as leaders. Yeah, in and you know, that you’ve heard me say that and you’ll probably hear me saying no to more than one or two more times. Because leadership is more of a mindset and a personal discipline, in a sense discipline, not because you have to do certain things as much as learn, test those sorts of things, not not identifiable things. Yeah, they’re still identifiable. But anyway, I don’t mean specific tasks, but they’re the you know, the rather they’re their habits or characteristics rather than specific capacities, those characteristics of leaders, those, the mindset of leaders, takes them on a journey that is very different than those who are happy with the status quo and are ready and and largely curious about sustaining existing structures. And that even even that type of management requires certain amounts of curiosity. and willingness to, you know, take up some level of leadership but that’s more a management style of leadership rather than change leadership, which I took. I’ve added the word I always put changed leadership to differentiate between management style leadership, and you know, the evolving, genuinely leading types of leadership. So COVID-19, in a way has helped us see some of our society’s weak points, it’s almost shine a light on some of our weaknesses. Now, it also shines a light on some of our strengths as you see those who are dealing with it well and, and stepping up and adapting and changing and utilizing existing resources in order to shape them for our current situation. And that’s where, you know, the frontiers of leadership come in is how do we identify resources, how you know how leadership is really about, always, in fact, operating in uncertainty, real leadership doesn’t operate in the safe space of the status quo. Now, we all like to be comfortable and in a safe place many times and many parts of our life will be that way. And we need that. To retain our sanity, we need that element. And we need the leadership element in ourselves is of those parts that are always being prepared to push the boundaries and those boundaries. I don’t know whether you guys have ever studied it. I did physics at university I always love math always, always going through school. I love physics and chemistry, not chemistry so much. But physics and math in high school, then I went on to university physics and whatever else and so you Hold on. Black, you know, a lot of math mostly you do. I mean, even your formula, your physics formulas are all written out in math. So there’s there’s such an integral interconnection there. But so you get into these more advanced areas. And I didn’t do the ultimate stuff. I didn’t go on beyond that, but of boundary, what are called boundary problems. And so what that is it’s mathematically looking at, okay, so you’ve got these patterns happening here, and they’re pretty predictable. And then you’ve got this section out here. And in that area, that’s a pretty predictable area. But when you start and get to the place where these two interface

Unknown Speaker 9:44
you’ve got, you’ve got

Unknown Speaker 9:45
something consistent and recognizable and orderly out here, something different, consistent, recognized Inaudible. But you start to merge those two, the mathematics in this area of what are called boundary points. Problem is just maddeningly difficult. And, and when you when we are in a time when you are in an organization when you are pushing into new territory, that area, even mathematically, it becomes so much more complicated and challenging. It’s uncertain, it’s unclear. It’s volatile. It’s Yeah, all of those words. Oh, like the UN, okay. So I’m just saying that because real leaders will push into that area and essentially survive better when they can get a little bit on a little bit comfortable with discomfort

Unknown Speaker 10:56
even at the personal level,

Unknown Speaker 11:00
do I mean by that? And I and I’m not sure that I’m ever I might sometime I don’t know get into what I call the the transcendence framework I’ve referred to it I it’s just that it takes a whole bunch of time to get into it to explain it. It’s not that complicated. It’s pretty cool, but, but it’s just not the main focus of this. But part of the the importance of of under looking at things that way is that we can, it helps us understand why some of those areas are difficult and therefore why we also have to pay attention to things like just, you know, even as leaders in and you are becoming, you could call them business leaders, entrepreneurs, organizational leaders, again, that’s a big blur of words. But, you know, even the UN called refers to all of its administrative stuff, and it’s, it’s structural systems stuff, it’s business because that it’s in the business of doing the work of the UN So even as business leaders as creating your systems and programs for your organization, it’s really important to pay attention to the physical consequences, the emotional consequences, and the more rational logical stuff that we think about and that we think are the real issues. Because those bodily and emotional stuff those happen, whether we’re thinking about them or not, and if leaders leadership, do not take those factors into consideration, then you’re it’s like you’re not seeing the elephant in the living room. That elephant half the time is quite invisible because it’s pre rational, because most effective leaders are very smart, very intelligent, very analytic. Political vary all of those things. But the best ones also pay attention to those elements of the that are emotional and emotional issues have very physical consequences. As we can see, in COVID, how many people are stressed out how many it’s not just that that jobs are disappearing, that people’s lives are turning upside down. You know, there is a new normal and people don’t know what the new normal is or how to operate

Unknown Speaker 13:29
optimally within that new new normal. But all that while it will

Unknown Speaker 13:36
be the leaders who help guide people through these times of uncertainty, not because they absolutely know what’s going to happen. But they understand the importance of taking the steps forward and have certain guidelines on their own, that that are that allow them To simply keep moving forward in a consistent and reliable way, even though the whole environment is perhaps a little bit unclear, volatile and and challenging. I mean, you know, some people, emergency workers are very good. You know, examples of this, a fire breaks out, the firemen rush in everybody runs all stones out of the building. How can they rush into that building? Are they afraid of fire? I can guarantee you they’re probably more afraid of fire

Unknown Speaker 14:35
than the people rushing out of the building. Because they know what it can do. They know how powerful it is. They’ve seen with their own eyes, they’ve felt with their own senses, the power and the ferocity of fire. But they have something else that they have with in them, that allows them in the face of that fear to still run in and keep them. By and large, they know the risks and keep themselves safe. They put all of those systems in place, and they trust this systems, they work with them. They they are good at it. And and they do so the same thing in any situation leaders have something and it is learnable it’s identifiable. Does each person exemplify it? equally the same way and and in a prescriptive? Totally similar? Wait, no, you know, we’re all unique and how we adopt and utilize anything is totally radically unique. So in the end, but in but the key point here is that there are there are always and leaders cultivate those capacities that allow them to have some level of Trust and certainty, even when everything is wild around them. The captain of a ship, understands knows the crew knows their vessel has experience with weather is every one of them prepared for the for the perfect storm or the perfect wave that comes absolutely out of nowhere and is 10 times higher than anything else. And there is nothing that short those moments will happen. And I know people who hold the ship and crew that have gone down from rogue waves, what are called rogue waves. Were they some of the best captains? Yes. But sometimes, whatever happens you life happens. But the important thing is that there are things that leaders can do that those who have have, you know a passion for something and recognize that they’re not going to back down so easily. So there are things that they need to do to strengthen those leadership capacities. And these, these are some of the things that that times like COVID help us see better. They’re not always as clear when the sun is shining. And the waters are calm. Yeah, I mean, I found it interesting. I was coming back in March, I had just been to a conference. I was just coming back from LA to, to the Bay Area. All of a sudden, what, for 20 minutes outside of SFO, all the oxygen masks drop down. And, and everybody’s kind of going, you know, in that moment, you kind of go What’s happening? I mean, I see the monster have dropped down but I’m not, you know, what I went into immediately is I checked the wings I smelled for smoke. I was listening for the sounds and pretty quickly I figured there was some kind of a malfunction yes I still put the mask on that uh but what even I found you know interesting was was also watching everybody in you know, in the cabin, because the other thing that gave me a clue that there was nothing really really going on one side of the the cabins oxygen mask struck down but not the other side or, you know, there wasn’t all down everywhere. So there was something there’s something a little bit not quite right about that whole process. But of course, the crew jumps in. Everybody, take your mouse, do you know do all the routine stuff and everybody knows what to do? But then from then on, you know, you hear the chatter amongst the amongst the passengers. And even the person, the person next to me young tech guy from, you know, in some company in the Bay Area, whatever and a couple of people behind you know, big guys and somebody with a girlfriend whose whatever. And then others who are almost going freaking out, whatever.

Unknown Speaker 19:27
So

Unknown Speaker 19:30
I guess for myself, I’ve had a certain amount of training and it came through years of being on boats, where I mean you’re literally in some some of those moments of life and death moments. The things can happen out out there at sea that you that surprise you, and that literally put you in the crew in danger of life and death. So I guess having had those years of Training and, and you know, I’ve jumped out of an airplane 19 times for fun. Um, but you know, when you do that you have experience with facing your own death. And so all of these things have over my life, given me a little bit of what I consider training. So in that moment, I noticed what happened with me is I actually relaxed into that moment. Strangely enough, but I noticed that I actually went calm. I made my quick assessments. I looked around, and then I started through the little bits that I would say to other people to calm them down.

Unknown Speaker 20:43
Because

Unknown Speaker 20:44
the tendency in those situations whether there’s danger or not, there was perceived danger, and that’s just as real, but the tendency is to then escalate you know, people go for the worst. And so my job I felt it I was a nobody. I was just another passenger, but I could make my observations I could share them, and my tone of voice and whatever else was, I could make a big difference. Who knows? Was I ready to take action if there was a more serious issue? Yes. But until that moment would happen, there was no need to go, you know, postal, as they say, or used to say. But anyway, so there’ll be situations where, you know, other situations I would be in that I don’t know I’m not so familiar with I might be the one getting all upset. And who knows, but there are very specifically when we enter into space, spaces, environments, circumstances, moments in life moments in business moments in you know, even in with accidents and things like that. When we when those happen. That’s where and when you can make a difference on the bigger level at you know, in these times of COVID. It’s where leaders can make a difference. Because and I was talking, I was interviewing a long time, actually a friend of mine longtime friend, but she’s been a chaplain for many, many 20 some years. And so she’s been in many, many, many life death, observe, participated in part of her job as being to take care of people and the families and the ones who are experienced severe loss and grief in that moment. But part of what we were talking about was the loss, grief journey, and how part of the reason why people don’t do that, well always is because they haven’t been there. before and they haven’t always had somebody just to help guide them through that process. A leader doesn’t have to know everything, but they need to be prepared to be that step ahead, that come resourceful, willing to pay attention to everything, and yet still deal with the reality of the fears of the person of those involved, their actual capacity to respond. And the the nature of the circumstances, you know, be dangerous or otherwise, you know, that it’s so important that leaders make a difference in that moment. And it’s not because anybody will tell you necessarily to step up and leaders don’t wait to be asked. When you need to lead in your own life, who’s going to ask you to do that. You either do, or you you stay more in that, you know, victim of circumstance.

Unknown Speaker 24:12
So, I’m just trying to underscore here and encourage you to not be too uncomfortable with discomfort in a way to embrace it and find ways to deal with it even in your bodily self, you know, so find ways if you feel like you’re stopping your stomach is starting to churn. Notice that and do something to help it even if it’s just the reality is just allow your your, your your stomach, your drink less coffee, I you know, I mean, do things that pay attention to your physical body as well as your physical body will tell you things that are going on in your life. Emotional site, you know, psyche system. It’s kind of like your little alert system. It’s your alarm bell it you know, it says, Hey, pay attention to me pay attention to me a headache tells you something, it’s probably not the cause of the problem. But it’s a little alarm system, you know, the the red lights going off and it’s saying something, pay attention to something, find out what the problem is, you know, take a break. Sleep more, Matt, take my Okay, take an aspirin. But don’t. Don’t completely deny the fact that you’ve got a headache might be just that you need to drink more water, I don’t know. But all of those things that are important to pay attention to your body, your emotions, notice them understand your own triggers, as well as you know, going out at mmm finding ways to even to maybe even sometimes it’s it’s changing your own language in your own head. What Tell yourself because I show you you speak to yourself, way more than any other person on the planet speaks to you. You are incessantly talking to yourself in your head. So be careful of the words you use to yourself.

Unknown Speaker 26:17
Choose your words wisely.

Unknown Speaker 26:20
But so even there, you know, we say, you know, I don’t like it or, you know, even if it’s just change it to Well, I don’t like it yet. Or, you know, if it’s if it says I’m afraid, you know, maybe maybe change it to. I’m excited. Does your brain know much of a difference between excitement and fear? Not much. Does your brain know the difference between gratitude and success?

Unknown Speaker 26:51
Not much.

Unknown Speaker 26:54
That’s why gratitude exercises are really good. Because it helps you feel successful. What’s the point of feeling successful? I watched your face last week when you push that button grace, the golden button, the button and the minute you pushed it just a big smile, you couldn’t help yourself. We are wired to six, you know success. Yay, I did it and we celebrate and we smile and we’re excited. And it even helps our bodies normalize it gives us that you know that part of it that is healthy for us. Success is good. And fear is a natural experience out you know many times but what we can do to help turn that driver of fear which energizes us if fear energizes us To stop it from being negative, and therefore to build up and and end up as stress and burnout and all of those things. Part of it is how we talk to ourselves about this kind of stuff. And so you know, that’s the kind of thing that by reframing your own fears to that was exciting. Oh, boy, you know, so you stand. You stand at the open door of the airplane with a parachute on your back and you’re looking out the door. I know the first time I went up there. I’d wanted a giant jump out of airplanes for years. And, and, and then I got up there the first time and all of a sudden I thought, What on earth am I doing? This plane works very well. Why jump out of it. The first couple of times, the first time was scary. The second time was scarier. But then it became just exciting. I found the way for it to be thrilling and exciting. And my favorite part became

Unknown Speaker 29:13
leaping out of the

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plane into thin air. It was exhilarating. So even there, you know, does that mean skydivers don’t fear?

Unknown Speaker 29:27
Fire, you know,

Unknown Speaker 29:31
firefighters are not afraid of fire. Not at all. But they found other ways to frame what they’re looking at to frame their own fear so that those energies are not necessarily used to hold them back. Now, we as humans, we don’t do this sort of stuff perfectly all the time. So we’re constantly trying to improve the way we do these things. And sometimes this still is built up and residue from, from all of those challenges and traumas and triggers. But we have to be constantly paying attention to them and dealing with them, not ignoring them. And that’s all the stuff. That’s the pre rational stuff that is so much a part of our lives. That when it’s not paid attention to that can come back and bite you

Unknown Speaker 30:29
in the butt,

Unknown Speaker 30:32
as individuals as organizations, and I’ve learned some pretty big lessons on that one. Not just personally Well, I personally learned them, and they didn’t just have ramifications for me personally, I learned some lessons about that. Not seeing those invisible elephant elephants in the living room and not having a way to deal with them. Can really devastating. So that’s and that’s part of, that’s part of why, I guess five ended up really looking at what it takes to understand what organizations need. And you are building those systems into your organization into your own organization into other people’s organizations, whatever it is, why it’s so important that we pay attention to the nature of some of those systems that we build in. Because they will, in the end be the difference between really, you know, iterating your way too awesome, or running into brick walls at some time. I got a brick wall behind me. Luckily, this one’s you know, movable, but um, anyway, so and I just want to pay attention again for a moment to to read Sources because I think earlier I went over the concept of resources, and how for nonprofits for social enterprises, and even for startups in the tech world and other places. Resources are not only financial resources, sometimes the knowledge resources, sometimes they’re, you know, that technical knowledge resource that they need to get access to. But perhaps the money allows them to perhaps not, but the human side of all of that are really important. Now, I just want to dig a little bit into you know, what, what a resources really. And one of the things that it’s easier I know I dealt with this when I was again, again, just for illustration.

Unknown Speaker 32:50
Back

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in the day, one of the most fascinating people I met when I was running the ocean related program was Athelstan steelhouse,

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South Africa I can

Unknown Speaker 33:01
I can tell you another story about the back with them the graph and what he did and his note from Winston Churchill and how that was America had told him Don’t you tell anybody about the invention that that you made, which was designed to help America but America just wanted to sit on it but meanwhile the U boats were killing the the, the submarines the ships in the Royal

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British Navy

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and he had developed this device that would allow the folk in the ships to kind of see below the way the the U boats worked is they would hide hide below the thumb I climbs there, you know, in the ocean, there are many different temperature areas. So, if you know anything about optics or anything but then

Unknown Speaker 33:55
a boat

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looking for using this sonar to try to find the The U boat. Because of the the temperature streams, the thermal cliental areas, what happens is the sonar would go down, down and bounce off. That’s just the way it works certain angles, they might have been able to see them directly down. But until they were directly under them, which was usually way too late, the U boats would hide below those different thermal layers. So he simply had this device that would allow the boats to see where the thermal thermal layers are, and therefore to take that into consideration and then figuring out where those huberts were and then then the numbers have have blown up Boats by the U boats started to decline, they had a chance to turn the war. I mean, so anyway, he was interesting, fascinating person. 13 PhDs. I don’t know why you need somebody He was given a lot of them. But one of his points he always made is, is I grew up, he said, I grew up in South Africa, South Africa, mind gold, all of the all of the, the, the first time round, people would take the big chunks of gold. And then they then later on, they’d come through, they refined some processes, and then they’d get

Unknown Speaker 35:27
then they would

Unknown Speaker 35:28
start to filter out and get the smaller pieces of gold. And then they would develop even more sophisticated methods to get the you know, the powdered version, the powdered gold out and each time they would process these piles of dirt that would be dug up out of the ground to get the gold out of them. They would, it was worth their time and effort to do that. So what was thrown out as an unusable as waste became at the next day. iteration, another resource for gold, because they could get at it. And so part of his point, you know, part of, he said, Now when I look at the issues of nuclear waste, the worst thing we can do is to bury nuclear waste in the bottom of the ocean where we cannot get at it. We don’t know what’s going to happen where the earth shifts, and who knows what’s going to leak all over the world underneath the oceans and whatever else, put it up on the top of the land where we know where it is where we can monitor it, and when technology improves, where that can become a resource. In the fishing many years there were called trash fish that were just shoveled off the boats because they hadn’t and then along came the Japanese and they had methods of turning that into fish cake or whatever it was. Those trash fish are All of a sudden became a resource. So as you’re working with your organizations, part of what you do, and part of what leadership needs to be doing is to try to find ways to discover where the things around you, the people around you that currently don’t appear to be a resource, how they might become that. And that was why I gave you, you know, the homework of, of doing those questionnaires. That’s just working with one of your your stakeholders, but to begin building, having you build the the mindset of looking for resources that perhaps you have not been looking for before. That’s what leaders do. And then they can see something right in front of them that nobody else noticed was usable and turn it into, into, into gold, so to speak. So, part of how you do that part of how that is done, comes back to them. The first thing that I really tried to have you focus on is really clarifying your core, you’re expecting your core unique, unique piece, the way you add value, exceptional value to the world. And that I know you can’t do it in a in one sitting in one looking at one analysis, it will it that takes especially if you’re in an organization that’s already existing, if you’re if you’re forging and forming, you’re organized That’s where I hope that you can understand how important it is to really have those times to in your own the quiet of your own day

Unknown Speaker 39:09
to really think about it. And

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to get your teams together and really think about it, and encourage wild ideas about it, but all to the purpose of understanding and narrowing down to understanding what is your core, the core value you are adding to

Unknown Speaker 39:34
society. What

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is your unique component, the more clarity around the value that you are adding to the world, the more than you will be able to identify the resources that can connect with that with that, and I can’t do that for you. But I do hope that you will begin to see that these or these things you know Keep, they’re all interconnected. These key systems that and I was thinking this morning that maybe these, these key systems were more like three masks on an old sailing ship accepting that we want to happen. Maybe they’re just sailing ship collecting energy from the sun, who knows? Well, maybe a spaceship with three months, but anyway, whatever. But these three pillars are really essential to building an entity that is integrated and alignable. And so this is where I’ve got so much more and I can’t do it all here and I said, I was going to take 20 minutes to do this part. And already, you know, I’ve taken almost bloom an hour. But anyway, um, that was my own planning. So, but I so want you to begin to see how interconnected these are and how investing time I’m an energy with your people and with the people you work with, and you can do it on the team level, you can do it on the organizational level. And you can do it for your own personal life, and how important these these three pillars are. So I just wanted to dig in, you know, that perspective about resources and how how being able to really take the time to understand the drivers of your stakeholders is another way of discovering and uncovering resources for your work. And nobody else is going to come along and say, Hey, why don’t why don’t you do this that you actually if you have team meetings, you might get somebody saying making a recommendation and invite that and and, you know, get your your your groups together. But anyway, it is such an such important work because in the end, part of my core message through this impact and influence course is to really just say just follow these steps, work with clarifying your X Factor. Make sure that you learn the process of a deeply listening. And that’s what the uncovering your stakeholder drivers is part of the process, an underutilized capacity of leaders is to deeply listen. So you’re not just listening to the message that is verbal, but you’re looking at what is deep down the currents that are driving people that is driving society to plumb those depths, send down your own breath of thermograph and and find out what’s going on down there. But you do that by by listening, by deeply listening, asking different kinds of questions than just tactical You know, what did you do today type of questions. And I think I’ve given you at least a good starting place for developing your own that or in that capacity through your stakeholder driver sheet. And then no way you know, getting into our tag system, transparent and adoptive goal framework, and and I say that so that you can consistently peel here peel means plan and execute, examine and then and learn learn from whatever it is that you’re doing. Anyway. So here we go. Let me pull up. Oh, did you have any? Okay, let me let me stop for a moment. And just ask if you if you’ve got any questions from anything I said. Any comments, Anything? Anything But anything that I said made you think of just, you know, thoughts that you just had from from any of that

Unknown Speaker 44:19
we have two very thoughtful people.

Unknown Speaker 44:23
Wonderful. So, okay, so I’m going to just jump in them and I’m going to share

Unknown Speaker 44:42
go back to this but I will do a play the shape slideshow in a window and then that goes to share the screen. Okay. So, again, this is This, this is the integrated system that that is provide you as a leader with the cup, that builds your capacity to really become a leader who operates in the face of change and uncertainty, and who can lead that change. So I’ve just basically I just went over that stuff in that in that and so now what we’re going to get to is the tag system. And I’m going to use the term that’s mostly used by people out there and you can go and read the book

Unknown Speaker 45:37
by

Unknown Speaker 45:40
I forgotten, I’ll get his name in a minute, but I’ll, I’ll recommend the book.

Unknown Speaker 45:46
And there are you know, there are even lots of

Unknown Speaker 45:49
videos probably on YouTube that you can, you can see, you know, dig up and find but okay ours as a simple system for It’s basically collaborative goal setting protocols that really unleash human creativity. And it helps build resilience into your organization. So this is such a powerful yet simple way to make what you do work exceptionally well. And, and it’s very, and so what I’m going to go into is understanding how, first of all understanding how and then we’ll go into the watts, what to do. And then, actually, I meant to go into to getting feedback from your homework first, but I perhaps will do that after this. I’m going to jump in and get this done. So you so it can start and rattle around your brain or maybe it’s my brain that stuff rattles around in but maybe it flows smoothly in your brain. But it’s as simple Okay ours, as you can see objectives and key results. Now this is a simple tool that helps your organization achieve goals by building specific and measurable actions, and communicating and monitoring progress toward them. So the point here is that you don’t just sit somewhere on your own all by yourself and make your new year goals.

Unknown Speaker 47:28
And then get back

Unknown Speaker 47:29
to January 1 the next year and realize, Oh, I’m making those same goals as what I made last year because I actually didn’t do anything about them. They were a really nice idea, but executing on my idea. Well, I haven’t exactly put that to. I haven’t put that in place in my life yet. And this is the way to put that in place, for your personal life for your team’s work for your organization.

Unknown Speaker 48:02
Success.

Unknown Speaker 48:04
So, yes, you’ve got to have the tool, you identify the specific and measurable actions associated with each objective. And that’s the objective. And the key results, we’ll get into the details in a minute of what we mean and how to set these goals. So, but a key piece of this is what you put in place around them. And that’s to create a process where you communicate these, you make them public, so other people know what your goals are. And you and you make those goals in ways that are monitorable. In other words, so you even can tell and other people looking at what you’re doing will know whether you made progress on those goals or not. You know, so for example, it just because it’s easy, you know, New Year’s, I use the example of New Year’s goals, just because everybody knows how well that works. I had, you know, so many times, first of the year, everybody buys the gym, the gym membership and they get there, they’re in home, you know, cycle or whatever it is. And then by by the end of January, there’s already called cobwebs on these things and whatever. But, but an essential part of making those goals is not just saying, okay, in 2021, I’m going to lose weight. You have to start and say, Okay, let me think a little bit more about that. How am I going to do that? What is the timeframe? What am I prepared to do? What, you know, what are my milestones? Okay, so I’ve got, you know, a wedding coming up, or I’ve got this target date coming up. I’m just using very typical identifiable things I don’t have any weddings coming up that I know of. So I’m not using them for my situation but so but so you know, just say next august of next year was a date so then you stop and work your way back from that and you identify your milestones. So that you know how are you on track by the end of January, you’ll have a way to tell whether you are on track and whether you should be Have you made that marker or not. And by February and, and and then more more specifically than that, you probably have to have a number of ways that you can identify those key results. So it’s not just going to be in weight. You need to identify how other key results like I will be feeling lighter. I’ll be feeling good about myself. I might even have a piece that I’m you know, I’m going to the gym I’ve identified you know, an exercise buddy, and I’m going to do that with them. So the point you should start to think about those objectives in ways that can help you understand whether you’re on track whether or not is it and, and the whole process is, is malleable enough that you can adapt and adjust it as you go along. And so again, you don’t have to think of not reaching a goal at this time is means you’ve failed in your big long term goal. What it means is okay, I need to adapt and adjust. I need to learn I need to change things a little bit. This is inflammation, this is not failure. So there’s a whole mindset that goes with this as well. And it’s really critical to build in your organization. This to to move away from a you didn’t do it right kind of mindset to allowing people

Unknown Speaker 52:00
To learn,

Unknown Speaker 52:03
and to, in a sense, what’s called, you know, a lot in the in the tech world especially and, and increasingly in the business world, because there is the acknowledgement that that’s just business is iteration. That’s just what it is. Its innovation and iteration, we get out there a minimal viable, we get it, we do our best to get something going, then we put it out there. And we continue to get the feedback we keep continue to improve it. But you’ve got to have the system for feedback and an improvement and learning in place and it has to be part of your culture.

Unknown Speaker 52:42
So you’re failing forward.

Unknown Speaker 52:44
If you want to use the term fail, or you’re iterating you’re you’re getting feedback, not in not information about failure. So and what this does, this objectives and key Results. It’s being used in Google. It’s being used. It’s being used now. And there are online systems for helping facilitate the use of these things, you know, in in organizations that are now going to be used by Apple and whatever else. So they’re used, it’s used by big companies. And it’s used by the Google didn’t get to be Google, except by this kind of practice. It was, this would have to be one of the key practices that took it from a garage style entity, to where it is now being cold on the global stage for all of the bad stuff because it’s so big, and it’s it crow control so much. It deals with so much AI it deals with, with so much advertising, it’s collected so much information, but how did it get to be like that?

Unknown Speaker 53:58
It didn’t get below Like that

Unknown Speaker 54:02
by saying, Okay, well,

Unknown Speaker 54:05
let’s see what we can do.

Unknown Speaker 54:08
That’s nice.

Unknown Speaker 54:12
But it had systematized some of its core processes, and this is one of them.

Unknown Speaker 54:22
So,

Unknown Speaker 54:24
so this, what I’m giving you is more of a template. And the key thing where it becomes valuable is when you start to play with it and use it, but it gives you the framework, you have to plug in the watts. And that’s, you know, for this template, but this gives you the framework for how to use this. And a lot of what we’re doing here

Unknown Speaker 54:50
is

Unknown Speaker 54:53
this this system also helps create health The teams will work together. And it leaves the individual decisions as to how best to do that I eat the wallet, it leaves that to the creativity of the individual teams. And this is a really important piece because understanding that one of the core things that leaders need to do is to tap into the creativity of the people who are there with you to create the structures that allow the creativity of all of the people in the organization to be tapped. It’s almost like tapping into the, to the atomic energy of people, you know, you know how powerful and individual can be When they are believed in trusted, give them the opportunity and, and have some semblance of belief and confidence in themselves, you know what individuals can do the incredible human resources that are that atomic energy of the human being is powerful. And having a system that allows people to be creative, okay, so the individual can’t go in and tell the CEO what to do or what not to do. And so you do have structures and they’re away but, but you have to at least allow the creativity to come out and the ownership because one of the biggest problems in in in a way of burnout and stress and difficulty arises and I, I’ve done I’ve done research with, with, with tech teams and web developers and and People dealing with cyber security. And part of their frustration is when they they don’t have a sense of how they’re contributing to the big picture. They’re not clear what the big picture is, and then not they don’t feel part of it. And so the frustration is they’ve got resources, they’ve got energies, they’ve got experience, they’ve got the capacity to contribute, but they can’t, because they they don’t know what it is that their organization is really doing. This is not just one or two organizations, this is an epidemic. And during COVID it everybody actually has to massively re visit their X Factor because understanding now in this As we are going through this time, and hearing, you know, it’s I think it’s beginning to hit people. Okay, so the vaccines are not coming until next year or the year after, who knows whether there will be who knows when travel will really go back to the way it was. Maybe Maybe not. But we don’t. But it’s really beginning to see that our new normal is going to be different. And that was inevitable anyway, but COVID just kind of escalated that and took it in a whole nother direction we weren’t expecting, but the new normal, the future is always going to be different. And with all of the technology coming out and the impact of AI, artificial intelligence, the impact of technology as its as its, as it is, as it is, you know, Airbnb has totally disrupted the hotel industry. Uber and Lyft have totally disrupted taxi industry. self driving cars. is going to talk is already totally disrupting the transportation industry there are so many more changes that are going to come in the world that is if if we make it out of this, you know, climate change and whatever else is going on. But the point whichever way it goes, it’s going to be different. It is going to be different. And so having ways to, to really the importance of really revisiting what value are you bringing to your,

Unknown Speaker 59:38
your base of people, to your,

Unknown Speaker 59:42
to your clients, to your beneficiaries, to your stakeholders, what unique value are you bringing that nobody else can and they cannot do it in the way you do it. It’s so important that you get a handle on that because that is what will make you stand out and that is what will help you You when you want to fundraise, that is what will help you when you speak to to you. Even if you go to the UN and you want to speak to one of the diplomats there, you want to get the support of one of the member states behind you to support your initiative. They are being pitched all the time on by nonprofits and NGOs saying Will you do this for me? Will you do this for me? You know what, you know, I’m really good. I’ve come and look at this. You know, I’m stand out. Well, I you, Howie, how stand out? Are you really can you explain that to me? Are you ready to explain it? Do you have that clarity of community to communicate? Why that Ambassador? Why that support coming from the UN Office of the event mission or the capital better yet from the capital of that country? Why? They would support you how much they will support you. Is that because they just might find it? You know, you will help them with their PR so to speak, and they help you with your PR, or does it go deeper than that? Are you really able to then move in and shift their thinking about your project, your approach your program? Are you able it’s so critical that you have your expect a clear so you can Claire clearly communicate that value of what it is. And then of course, you’ve got to be able to back it up and to be able to show what you are doing that is doing that and this is all about that. So, the benefits of this type of process means that you know, so and and again, I you know, I talked to developers who they’re in Mensa Good grief, you know that there’s some of the smartest people in I mean, you know, they’re not always the smart, but they’re smart people, you know, and they’re developers and they work they work in whether it be security on developing different projects and programs. And and, you know, for large corporations, and their frustration is they don’t understand even what the company is really

Unknown Speaker 1:02:26
trying to do.

Unknown Speaker 1:02:31
And so they can’t, that organization is probably using of the potential of that person, probably using, I don’t know, maybe 20% 25% of what that person could contribute. And there is an advantage from having clarity and having strategic alignment between the individuals and the organization, making sure that the teams live up with the organizational goals and objectives, and that all the way through, everybody can see what everybody is doing. Because that way you not only it enhances your understanding of what’s going on in the organization, it connects you to the other teams. And it makes you feel better about making a contribution to trial because you can see where the whole organization is going. There is just such powerful benefits to aligning

Unknown Speaker 1:03:33
everything. Because when

Unknown Speaker 1:03:36
that doesn’t happen when they don’t see how their work contributes to the organization, when they don’t feel valued for their work and what they are doing. And this is a common experience. Not all organizations, but it’s surprising how many and why in if you don’t have a really strong way to keep people connected to what you’re doing. Even if even those organizers And I know that some of them they feel kind of some part of their identity is associated with the organization. But their levels of engagement will drop drastically when they don’t see the reason for them to put the energies in that are needed are the or that are being asked for. They will reengage powerfully when they feel the need to when they see that the effort that they are making is making a difference. And you got to understand, you’ve got to see how all of these things align in your organization for that to work. Otherwise, you just end up with these really smart people trading, trading dollars dollars for four hours of work, because they don’t Where’s it? their employers, they’re the people managing them could get so much Much more out of them. And I don’t mean that in a nasty way just people naturally want to give more when they see what they do has value.

Unknown Speaker 1:05:11
But you’ve got to give them a way for them

Unknown Speaker 1:05:13
to see and feel that value. So anyway, so this is essentially that’s all of this is just saying that this is the way that we do it. And so just very, very quickly pata to give you a sense of timeline here. So to know what to expect or not expect. Just understand that, you know, in the first week, you know, you’ll be just getting your mind around stuff, you’ll start to think about some of your goals, you’ll start to begin to learn how to set these key results. What are they How do I do that? So the first time around is you’re going to be just getting your feet wet. You’re going to just be getting, you know, a feeling for what To do and so the the potency of it doesn’t become apparent for a little while. So just be a little bit patient with this. But you know that this just gives you an idea of and how these markers like a week, three weeks and your 90 days but it’s just a way for you to see how the communications process and the recommended the recommended way for you to you know, have milestones even in the implementation of your okay ours. So you can identify Okay, you know, during the first week, this is what we plan to do, and how will we know that we have, let me get onto the steps but so keep that in mind as we go through because part of this is set up and none of this is installed on your own organization may have different timeframes different containers for the way it works. So I’m using the 90 day in other words quarterly concept here, whereas, actually I operate what a lot of I do according to kind of a 17 week plan.

Unknown Speaker 1:07:15
Because 17 ami goes

Unknown Speaker 1:07:20
three and three in one week into a year, I got an extra week of vacation, in theory.

Unknown Speaker 1:07:29
I just feel yet to have my vacation. But anyway,

Unknown Speaker 1:07:32
but I have a seventh week 17 week, all I’m saying, you know, that’s, that’s how I divide up my time and my systems. So that’s all just to say, you, your organization, your structure, it’s a lot of this is completely up to you. It’s a template to be used and to be adapted to the way you can best operate. But again, even for getting your strategy in mind. And this is just, you know, one way to do it. And part of it is I, what this does, and this is just another way of saying the benefits of what’s going on here is it’s important for you to understand that the outcomes of that, that that what you do the watching the outcomes that we’re looking at here as an OIC, the objectives, the outcomes toward the value we create, and we need to differentiate that from the tasks we do. I mean, so you’ve you’ve got to, you know, I know for example, Grace, you have to you have to do a lot of, you know, collecting reports. But collecting reports is a task and the outcome associated associated with that, but which is more than that is that as you collate all of those reports, As you clarify the objectives of your X factor of your organization, and then you see the outcomes, you know, the collective outcomes of all of those reports and you show can then go back to, for example, your member states or your your NGO partners, you all the stakeholders, even your own funders, or whatever else, you especially if you understand what your your X Factor is, and you show how all of those outcomes when you collated all of that, then is a contribution to your goals and objectives. those tasks were not just, you weren’t just creating some kind of mindless output. Yes, it was annoying to have to do all of that. But when you see how it contributes, then that outcome is powerful. It contributes. And you can see that that is part of the way that it can impact your stakeholders, impact your beneficiaries, impact your donors, impact, even the mindset depending on what’s coming out of that if there’s useful and valuable new knowledge and new information that’s coming out of all of those resources, you’ve done an analysis of that, you can even bring new findings and interesting changes in patterns and behaviors to the attention of the global community that can be powerful.

Unknown Speaker 1:10:29
That can be powerful.

Unknown Speaker 1:10:31
So these okrs I call them kind of like both skin and bone. So the okrs allow you to you know, kind of cloak all of your daily tasks and routines. And you set it in your your daily behaviors, and your weekly reflection, your weekly stand up meetings, and your quarterly reviews and resets, which we’ll get to very soon. I’m just trying to fill in the background so that when I say the actual end It’ll, you’ll go Oh yeah, that’s pretty easy. Because it is, but the value of it is is immense. And and, and the bone of it is that it aligns those tasks and everything that you’re doing towards the value that you are adding towards you’re aligned with your X Factor by pride, you know, this framework. It’s like a framework it’s like the skeleton of your system without your skeleton you’re a blob on the ground and

Unknown Speaker 1:11:30
maybe a nice blob

Unknown Speaker 1:11:33
a blob nevertheless, who’s more like a jellyfish than then then a you know

Unknown Speaker 1:11:39
a powerful moving human being.

Unknown Speaker 1:11:44
So here we go objectives and key results. Your it’s just not rocket science. It’s but it’s powerful. So, for example, at the team level, let you know I would, I would recommend that you do this both for the team. And as you know, as a way to begin to exercise with it, I’d encourage you to set up to kind of little systems once yourself personally, for your personal development, because it’s important for you to have plans for your own life, to lead your own life. And as the best place to begin, you know, with one of your teams, you can get to the, if you’re if you’re the CEO, then you can, you can begin working with your team leaders, you know, to set up the big team, big organization, or maybe you just need to have a weekend with yourself where you set up if you’re a small enterprise, we have a weekend by yourself and set up your own, you know, clarify your own organizational objectives, but then, and then. So you stop there, and you start with making those objectives and goals and make them in Okay, so the big one would be, you know, your organizational longer term plan. But the way you do it for this is you’re going to say, Okay, my Bigger Longer term plan is to do this. My, you know, the mission of my office is to do such and such. But okay, now that I’m looking at this year, I’m looking at the objectives for the year. What do I need to do? What am I objectives for the this three month strategy? So stop with your quarterly goals?

Unknown Speaker 1:13:30
Start with identifying

Unknown Speaker 1:13:32
your quarterly objectives.

Unknown Speaker 1:13:36
And so just very simple, it’s not rocket science. It’s where you want to go where you want to be at the end of the quarter. Now, what’s important is the way that you articulate these they need to be short, and you’ll get better at this as you do it. You know, as you get a handle on doing this kind of thing. Where do you want to go needs to be short and inspirational. So, I frame it more in terms of not how many tasks you need to do, it’s not a to do list. This is not a to do list. These are your way, you know, more descriptive of the outcomes that I just showed you the difference between the objective between the outputs and the outcomes, where you know where you want to be in in those three months. So endeavor to make them inspirational to you, because you’re the one who’s going to be doing these work. So even thinking of them in inspirational word, because when you connect it to your larger goal, then then you do you’re naturally infused with inspiration that you’re building toward that bigger goal. So make them short and inspirational. Companies traditionally create three to five high level objectives per quarter. So you’re not just going to do one thing. So try to you know, and I would say, especially in the beginning, even start with two or three, the three is a nice, always freeze a nice number. So, you know, start with three, but you could have, if you’re, you know, in a larger organization, you’re more likely to have five. I mean, like you grace you might have, you might have five because you’re working in a couple of different areas in your organization. So you might set them for who knows, and you find a, if any, you might have a number of different areas of your organization that you really want to have short inspirational objectives laid out full because you’ll you’re building with your your beneficiaries, you’re building your your board, you’re working with your your volunteers, and you’re even working with your own. You might have staff or you know, I don’t know exactly your business structure. So, so that they’re just you know, quick examples, but So again, there, you don’t just have one, that’s not just one big massive goal.

Unknown Speaker 1:16:09
Okay, so

Unknown Speaker 1:16:12
when you when you’re looking at this at your objectives, again, you’re thinking, thinking about your team. And what you’re trying to do. This is not an organizational chart, just just getting that out of the way. So you know, start, you can operate, you can implement along the lines of your organizational chart, but I would just say focus with your team and just, you know, on what you’re trying to do and your objectives.

Unknown Speaker 1:16:40
Start with I think, I

Unknown Speaker 1:16:42
don’t know that I did a delete I don’t know whether I deleted the slide or whether I just went backwards.

Unknown Speaker 1:16:49
So let me

Unknown Speaker 1:16:56
Oh, yeah, there we go. I think that’s it. So also Yeah, also the really another really important thing about your objectives is that they should be ambitious. It shouldn’t just be easy and comfortable. Because many times it’s the ambitious objectives that get you the most excited. Now, choosing the right objectives is going to be one of the most challenging aspects of this. But when you do it correctly, you’ll be able to tell when you’ve reached that objective. And you’re going to be really excited about it. And you’re going to

Unknown Speaker 1:17:40
celebrate, but

Unknown Speaker 1:17:43
again, acknowledging that it will take time to get good at this. It’s a new practice. And it’s, it’s like anything, it takes a little bit of time to get your mind around it, to make sure you schedule it and put this activity In your scheduler, don’t just say, Okay, I’ll get around to that later on, put it in your calendar. And the way you articulate it is you say I will, and then you identify your objective. So it could be for example, I will increase the number of beneficiaries enrolled in my program or in my,

Unknown Speaker 1:18:29
whatever it is.

Unknown Speaker 1:18:32
And then,

Unknown Speaker 1:18:34
so that might be the objective and then and then the follow up is as measured by and then you identify your key results. So the key results on deliverables that you divide define for each objectives and this is it makes it sound more difficult than what it is, but it just the point is, it’s a way for you to measure so like using these Have you know I’m going to I’m going to lose weight this year. Okay, so I’m, you know, I don’t know how many times I’ve said that to myself over the years and, but the more I played beat Sabre, the more I’ve done well with it. But anyway,

Unknown Speaker 1:19:13
beat Save as a VR game.

Unknown Speaker 1:19:17
So

Unknown Speaker 1:19:20
but you have to have ways to measure progress. Otherwise, you don’t know when you’ve been successful. And it’s really important to feel successful. It’s just a simple way. We’re wired as I said before, so each objective should have two to five key results and again, ways to identify how you know, when you have reached your objective. So now, the measurable illness, this is where you know and when I began way back when I wanted to differentiate between qualitative analysis quantitative results, we can measure qualitative results, but then not by numbers so easily. So then you have to still have ways to identify the qualitative results. And that can be done through, like your tests or, you know, feedback, feedback from people saying, well, this time I’ve had 10 people say to me, this is amazing. Whereas last month, I had nobody saying, This is amazing.

Unknown Speaker 1:20:35
Whatever this is,

Unknown Speaker 1:20:38
so the point is, you can and we kind of did that when I got you into, I was trying to get you into the practice of thinking like that. When you were thinking about what what about your X Factor again, what what is it that’s going to make a massive difference and one of the ways that you can articulate that and it may not be in numbers alone, but you still need to have a way to articulate that. So again, all of this is training yourself to really see how to, you know, create your objectives, objectives and key results. So again,

Unknown Speaker 1:21:11
I will

Unknown Speaker 1:21:13
and then your objective as measured by and then you’ll have your key results. So you’ll have a number of objectives. And for each of those objectives, you’ll have a number of key results.

Unknown Speaker 1:21:23
Okay.

Unknown Speaker 1:21:26
So, the key result in this case, you know, we will increase the number of beneficiaries enrolled. And the key the key results in this case

Unknown Speaker 1:21:37
is by 20%.

Unknown Speaker 1:21:40
And it could have been plus,

Unknown Speaker 1:21:43
plus,

Unknown Speaker 1:21:47
maybe a separate objective would have been been or you can roll it and connect it into this one to say, and increase the number of Fisher beneficiaries who absolutely love us. So then,

Unknown Speaker 1:22:01
you know, a that objective

Unknown Speaker 1:22:06
sounds to me pretty inspirational. I mean, people who actually love you, who really love you, people that you’re helping who really love you, isn’t that that’s something that you’d like to achieve, right? But so then you you might add, in this instance, the number of beneficiaries enrolled by 20%. Plus at least 10 of them. Tell us that we are just

Unknown Speaker 1:22:32
the bee’s knees.

Unknown Speaker 1:22:35
The cat’s meow, absolute absolutely fantastic. They’re going to recommend there anyway, you would have to identify what that would mean for your group and your organization and all that sort of stuff. But you can see the way you stopped to hone in on it. Now, if you know that you are wanting not only increase the number, but you also want to increase the number of people who have a powerful experience with you and Love you that guides your proof what you need to do in your programs, you then start to think Well, how do I get people to really have a phenomenal experience with us? What do I need to do all maybe I need to find out one of the most pressing things and then life maybe I need to make what my program is doing, help them with their most pressing needs. You see how this all ties into what what we what we’ve been doing. And so it creates an a coherent, integrated system. And it can also show you for example on it and these are just ways to help you see what the implications are of having this kind of it guides you in your in your in your process. So if you’re going to have more beneficiaries, then you also realize you, you’re going to have to increase your volunteers. So if, for example, you’re going to increase your number of beneficiaries by the end in three months, then you need to map out for your plan, how many more volunteers, you’re going to need to service those beneficiaries starting starting, at least in those three months. So that starts to get you thinking about what it is that you need to be preparing to be able to reach those goals. And then you have to think, Okay, well, I’ve still got to do all of my I’ve got to still collect all of those. Those reports. All of that wonderful work, I’ve still got to do and I’m still now going to be figuring out how to, to increase our volunteers. Well, as you’re doing those reports, you might be thinking, oh, I’ve got to get more volunteers. Oh, look, these maybe some of these people in some of these countries could could work remotely with us as volunteers. You starting to connect the dots when you’ve got clarity

Unknown Speaker 1:25:10
about the specifics of what you’re trying to do.

Unknown Speaker 1:25:15
You stop and see those invisible resources right underneath here, right within your hands. They’re there. And that’s leadership, beginning to see them, and then being able to say, Hey, now what we can do, we can do this a little bit differently. We can adapt what we’ve been doing, and include this, you stop and see things that you just wouldn’t have seen before. Because you are getting objective. You’re getting, you’re tapping into your objectives. You know that those are objectives are aligned with your X Factor, and you’re beginning to see the substantial things that you need to Do then you’ll see those networks of connections between all of those things. So, you know, and then it starts to show. Okay, well, now I need to add some volunteer training sessions. How can we do that? All? Were pretty comfortable with zoom these days, why don’t we start and do it by zoom? You know, gosh, you know, we’ve we’ve done these trainings one on one before now, it’s going to be pretty easy. We can do you know, we can do this on the first of the month and do you know, we can set that up and get that going, let’s put it in our calendar, we’ve got that boom, bang, bang, or wait already training volunteers for when we need them down the line, I you know, just, it just helps by the awareness of your objectives, and then identifying the key actions that need the ways that you know, to be successful in those objectives. You begin to really map out your way forward. Oh, and then maybe you need to increase your funding and then you realize, oh, gosh, maybe you know, these volunteer training. Okay, so do we need to pay extra for that? Or, you know, or can we build that in do we already have have stopped to do the training and all we need to do is have a zoom account. I mean, you know, there’s you just in the end then have to assess the financial implications of that, and, or creative ways or maybe there are other resources right in the room that you can utilize. Maybe there’s somebody that you even know who can even host those trainees work. Anyway, the point is, it clarity begins to clarify your ways forward and what you need to do. So again, you know, you start with your okrs and make them simple. And we start to make them transparent because

Unknown Speaker 1:27:44
what I identified the objective

Unknown Speaker 1:27:48
and the specific objective, one objective for this four month period, okay, so you’ve got your objective and you’ve got your 2345 key results, how much of a document does it take? You know, it doesn’t take up much more than a few lines on a page. Right? through to write that out. might take you longer to do it but it doesn’t take much space on the page to write it out. In You know, when you’re in an office type of situation, you then easily make those objectives and key results. You put them on the board, you have an okay our board you can see everybody’s goals and objectives. Even that can create the kind of transparent, collaborative opportunity that was not available to you before because you didn’t know what the person next to you is working on.

Unknown Speaker 1:28:53
I don’t know how many people in the UN

Unknown Speaker 1:28:57
whether it be within one office who has no idea what the person next to them is actually working on. And without systems in place, that’s why you end up with silos. That’s why you end up with fiefdoms and tribes and, and wars and what the rules because everybody’s not functioning as one organic entity. And at best you trust that they’re doing, they’re doing something good, that will help.

Unknown Speaker 1:29:34
But sometimes you actually don’t know.

Unknown Speaker 1:29:39
And how effective is that? How wonderful. You know, how much more beneficial it can be when you say, Oh, that’s what you working? Actually, I know this person over here you Oh, you’re so you’re working with volunteers? Well, well, I heard this piece of Speak person speak the other day, I would say, you know, you should maybe, you know, try to connect with that person and have them come in and train your volunteers on that particular point. I don’t know when you, you know what you’re thinking, but I’m not my job. But the point is when you know about one another what one another is doing, even there, you start to make connections, even there, there’s this greater collaboration, your the resources of everybody becomes much more available to the organization to the incredibly important work that you are doing. So that kind of transparency is good for accountability, too, right. I mean, we don’t always like to have people looking over our shoulder and seeing whether we made it to the end, but we do like people to know what we’re doing and to say, hey, great job, look at what you did. You did that is enough. Now, with you doing that I can work on this, whatever it might be. But also we know we work better when we’re Little bit accountable when we know that all the people are saying, well, you said you were going to have that done and you go. I work in with groups of I have I work with in mastermind, called mastermind groups of other peers. And every Monday morning at eight o’clock, I meet with my accountability pod. I meet with my guys, they all work in different organizations, but I meet with them and we keep one another accountable. And the amount of networking that goes along with that, because we understand, we getting to know we get to know one another doing we get to know the different phases we can help them they can help us. And that kind of accountability within your organization, as leaders and beyond your organization is powerful, valuable stuff.

Unknown Speaker 1:31:51
And this kind of a structure makes it easy to use, share and to create clarity, without which you muddle along and we do our best And it’s amazing what gets done.

Unknown Speaker 1:32:02
But so much more can be done.

Unknown Speaker 1:32:05
And that and the critical piece is that again, when you have that that X X Factor clarity for either for your team, preferably for your organization and how your team contributes to that, and for you, within that team, what you need to really help that defense what your mission is totally aligned with that, then then you understand and can align your personal contribution to all of that and the alignment is powerful. It’s like the difference between regularly regular light and a laser beam. You can have the sun, how many, how many kilojoules of energy coming down from from the sun every second. If the sun does not, rip align through metal, like a very low wattage laser that has a lined all of those lightwaves they’re aligned. That’s what a light laser just simply gets one set of waves and they’re all aligned, doing the same thing at the same time and make them slice through metal paper, whatever they’re designed to do, you know, put a red dot and drive the cat crazy on the far wall, confused drones and air light, whatever. And it’s, it’s a fraction of the power of the sun. And you align yourself and can become immeasurably powerful.

Unknown Speaker 1:33:41
So that’s what these okay as are

Unknown Speaker 1:33:47
clear, measurable

Unknown Speaker 1:33:50
and time bound. That’s why you have and then every week, end of the week, you just have a stand up meeting or a quick or quick it can be Monday I can be fryer can be the middle of the week it can be in the morning it can be it doesn’t matter when but just where you go and you report to one another on your team about how you’re going, just update people. And it’s also then what that does is down the road, you begin to say, Oh my god, that goal was way too aggressive. I just know I’ve got to adjust my goal and you could adjust your goal adjusted. still make it aggressive, still make it challenging, but adjust your goal.

Unknown Speaker 1:34:35
On the other hand, you can say that was easy.

Unknown Speaker 1:34:39
Next time, you know, time to make it a little hard, move that boundary, move it, move it along a little bit further.

Unknown Speaker 1:34:47
So

Unknown Speaker 1:34:49
and so you have two goals, three monthly goals or whatever they might be. So again, you know whether you made it or not, it’s just it’s just anyway, it’s Just pretty simple.

Unknown Speaker 1:35:05
So okay, ours.

Unknown Speaker 1:35:09
I just accidentally started that page over again. So because I clicked somewhere else, there we go. So again, I will the format is very simple I will my objective as measured by a set of key results. And you have at least you know start with stop to try to do this three objectives and a bunch of key results for your team. And I would recommend that you start and set your own key objectives for your personal life. Again, you can start map it out over year, then you can cut down your milestones into four quarterly pieces, but starting practice putting these things into place, and I would recommend for the personal level to have set aside time each day where you reconnect with your core purpose and mission.

Unknown Speaker 1:36:09
and

Unknown Speaker 1:36:10
say okay today I did that, you know, even if even at a business level, you can still do this your your, your daily operational level for your organization, you can still identify the things you need to do tomorrow, the key, the key to dues and things like that and feel good about what you did. But to keep in mind your Keep in mind, your sense of mission and purpose, your X Factor, your X Factor, key, don’t make it something you look at once a year. Keep reinvigorating yourself with your sense of mission, because that’s what keeps you aligned and alive. So start with your organization. And and I’m saying you know, even you can even think about your if if if you don’t know what your organization’s real objectives are Just start at some stage to map out just just put some down on paper anyway for now what you think they are

Unknown Speaker 1:37:09
for now what you think they are

Unknown Speaker 1:37:12
make some team okay ours make some personal okrs. So this is this is your homework that I’ve got for you. So again, what I want you to do is and this can just be practice because what where we are now where we are September, October, November, we’re not far away from the New Year. So just practice, try to you know, just write something down as to what you think your organization’s annual objectives might be, or what you think they could be or what you would like them to be. It doesn’t matter just The point is to start in practice getting your mind around this kind of activity. And then I want you to write down your your project or your organization’s next quarter’s objectives. So where are we September, October, November, December. So theoretically,

Unknown Speaker 1:38:10
at the end of this month, you’d be setting up your fourth quarter objectives. So this is good time to practice now so that you can set up you know, perhaps you know, your, your team can get started on this starting the beginning of October. So you’re just starting to get so So practice writing down what might be your your team’s your team’s quarterly objectives for the last quarter of this year. And then I would encourage you to get your team and for you to try teaching them this concept, this transparent and adaptive goal setting and set up your your team okay as for the next quarter, because one of the things that you know, I would highly recommend you go and you know, even find some other videos on On on okrs, or read the book I’ll set I’ll put the book that I would recommend for you to use in the

Unknown Speaker 1:39:09
in the membership area later on.

Unknown Speaker 1:39:14
And, but to

Unknown Speaker 1:39:17
gather your team and have a discussion and try to stop and, and communicate with them about them. Again another work and I guess this just fits in, you know,

Unknown Speaker 1:39:29
as you noticed I,

Unknown Speaker 1:39:30
I did send out a link, I think in the email. And I really do think it would be good for you guys to have a couple of your own peers better understanding this. Even if it’s just through a three day program, we will somewhat go over some of these elements. It’ll be different than what we’ve gone through. But for you, it’ll compound it for them. It’ll be you know, probably a little bit more new and they won’t get it as much as as you will have because we’ve been more immersive and you’ve used See more stuff and we’ve had more, you’ve had more time to think about it, but it still might be just a very easy way to get them on board a little bit with this concept because I will definitely go over this in in the three day upcoming three day October one two and three so that would be just an easy way to help help them get a little bit more idea of get their minds and hearts around this a little bit and then again, I think to you know, your homework is to set your own stop and set your own IQ is for important okay ours for important objectives in your own life. So that’s, that’s the homework that I have. And so as usual, I totally blow away my own schedule. But you know, I always want to give some I want to go over so much stuff with you guys and age old problem of mine, but you know, Maybe it’s a strength, I don’t know. So I just want to I just want to give you so much. So anyway, any questions because I’m almost at the almost out to our spot and I didn’t even ask you how your homework went last week. But any questions about the okrs? So just just, you know, open up the mic and, and ask questions or any comments or thoughts about it.

Unknown Speaker 1:41:31
But you know, this is

Unknown Speaker 1:41:33
this really is exciting. It’s exciting stuff. I

Unknown Speaker 1:41:39
can make

Unknown Speaker 1:41:40
a difference. Not question as for today, maybe next week, because there’s something on assignment that just gave to myself while you were speaking. I need to call someone so that they can help coordinate things and then you’re and also need to get with grace to talk We’d have and get to know what how organization does and know they do work with women and see if they would be willing to offer some inputs and also training for some of our people so and it makes those notes down and

Unknown Speaker 1:42:16
give me some other things to do no

Unknown Speaker 1:42:22
no no you know you use pretty cool you know because I’m I’m looking at the the objective the outcome, the inputs and everything. So I think that’s something I have to put in practice this week.

Unknown Speaker 1:42:35
Fantastic.

Unknown Speaker 1:42:36
And on the on the connection side. I don’t know but grace had mentioned and I don’t know whether it will happen but they might end up being a few more people coming in. And so even though those three days what I’m planning on doing is having during those those three days, some breakout, you know, putting you in breakout rooms so that you can talk and share about what it is that you’re doing. Because the value of just even explaining to one another, practicing you guys practicing articulating your own organization’s X Factor, but also then exploring your what what it is that you’re doing and where you are. And, you know, just the networking value I think will become apparent during that weekend if I even just this morning.

Unknown Speaker 1:43:36
You funny I don’t know whether

Unknown Speaker 1:43:40
the tech team for the Alliance summit on on domestic violence, whatever. There are a couple of young folk there who may end up coming into this this weekend’s training so I’m

Unknown Speaker 1:43:53
just it wasn’t that.

Unknown Speaker 1:43:56
I didn’t plan to do this, but it’s kind of evolving. And so there might end up being a, you know, very, really productive three days together for a growing group of people, so if, you know, if you if you know, even if any of your other folk would benefit from joining, I would encourage them because that way, then you get people at least a little bit more on board to what you’re trying to do as well. And so then they become your team members. Anyway, it’s just it’s just a thought it wasn’t. When I when I started off this the beta program, I definitely wasn’t thinking about doing this, but it’s something that has evolved over time is something that seems like it would be really good to do and beneficial to everybody. And so therefore, wanting to just make that available. Yeah. And yeah, I did want to find here about how your, how last week’s homework went. So I think by the time we get to next week We’ll probably end up doing a whole lot more coaching on stuff. So I really hope you do your homework because what I want, what I want you to do next week is for you to give feedback to our little group about what you what your experience was with even writing your okrs the hot what was hard, what was difficult what you did, you know, even read out some of them and then we can each reflect on them and ask questions about I can give any recommendations that I might have. We can look again at the you can you know, each one of you can give a little bit of a report on your experience with doing the interviews with people, how that’s helped, how it hasn’t helped, what problems you’ve run into how you know, you think it’s a good idea or it’s not a good idea, whether it’s helping you listen deeply as as a leader, that whole piece that I went over earlier and then You know, whether you you know you’re having struggles with or difficulty or whether you’re beginning to see it useful to have those stakeholder maps by understanding the drivers and being able to map out your inner even, even if it’s just in your own mind, you’re more clear about the path that you need to take your stakeholders on. But I would encourage you then given that you’ve got these kinds of stakeholder maps, okay? The stakeholder you’ve discovered through that research with those stakeholder drive a questionnaire you discovered where they are, you know, that fall for you, for them to

Unknown Speaker 1:46:38
really, really, really be

Unknown Speaker 1:46:40
on board for your organization, you know, you need them to be here. So right now you’re setting yourself up to be able to articulate your objectives. And, you know, so your stakeholder journey, you know, you want to get you want to get your stakeholders to this kind of optimal position. Okay, they won’t all get there in one leap. So you start to you’ve given you’re giving yourself concrete grounded materials for how to take your key stakeholders from where they are now, to where you know, either you know they need to be or you know, you want them to be in order for your organization and your mission to be better fulfilled.

Unknown Speaker 1:47:28
And so then you start to use your okrs

Unknown Speaker 1:47:31
your, your tag system to help you implement the stakeholder journey that you have discovered through that process. I hope you’re beginning just beginning to see how all of this ties together and can just really, really, really do some really cool stuff. Okay, sorry, can’t keep me quiet. Can you Sorry, but I was I’m excited. Bye bye. promise, I promise I promise, the three days will be less of me talking, although I have to convey some stuff. And it will be I will make some of it fun and, and engaging, and really useful to you in slightly different ways. So, for you guys who are my beta beta team, you will really I think you’ll really, this will help pull together a lot for you. And it will be a really good experience and really valuable experience for anybody who comes on just for the three days. So I think next week, I’ll also confirm with you whether you’re going to be able to, you know, join us for those three days. Also, I want to stop maybe next week, I’m having another one on one conversation with each of you because I would like to get some more feedback. You know, I like I like

Unknown Speaker 1:48:52
feedback.

Unknown Speaker 1:48:54
So I’d love to hear from you because I want to improve This program is a lot and and, and I need you to help me do that. So I would like to have some time with each one of you. So I’ll maybe send out another email and invite you to visit my, my, my calendar and choose a time that I’ll send out some times that work for me and work for us about getting some some one on one time to get some feedback from you. Okay. I you were muted, but you can unmute yourself.

Unknown Speaker 1:49:41
Absolutely. I’m excited.

Unknown Speaker 1:49:44
Yeah, thank you.

Unknown Speaker 1:49:46
Okay, well, I’ve taken us one

Unknown Speaker 1:49:47
minute past 12 is been

Unknown Speaker 1:49:51
well from my side, fantastic, but

Unknown Speaker 1:49:57
anyway,

Unknown Speaker 1:50:00
He’s been great. Yeah, he’s been conducting.

Unknown Speaker 1:50:04
Wonderful.

Unknown Speaker 1:50:07
I do like to hear some feedback.

Unknown Speaker 1:50:11
I hope you’re well for me and and you look a little less tired than you were. I’m so glad because yeah, in these days, it’s really hard to get not hot rather, it’s not hard to get tired and worn out and a little stressed out by stuff. So glad that you’re here. So I look forward to Yeah, I look forward to seeing you all next week. And I’m still getting even more excited about our three days. And um, yeah, you guys are gems.

Unknown Speaker 1:50:45
Look forward to seeing you next week.

Unknown Speaker 1:50:49
So um, yeah.

Unknown Speaker 1:50:53
All right. Bye.

Unknown Speaker 1:50:54
Bye. Stay well.

Transcribed by https://otter.ai