Week 6: Iterate to Awesome
NOTE: The video is long and will take quite some bandwidth to watch online. If you do have bandwidth limitations, listen to the audio replay instead.
Raw Transcript of the Class
Welcome to our final, final class of unpacking the bones formula for this beta round. I know it’s been a very, actually a fun journey challenging at times. But for, for me, as I’ve engaged with you delved into the resources, lined things up in slightly new ways than what I’ve done some of this before. But I think pulling some things together systematically and systemically as a as a system is very, for you is, is very powerful. And I hope that in time, you’ll, you’ll become even more aware of the importance of building systems into what you do. I mean, you do it already, you’ve got a system for recording, you know, who your customers are your clients, your distant your, the folks in around the country, but your your countries, you’ve got your volunteers, you’ve got your you know, of course, you’ve got systems of those task levels. But so often What does not happen, is creating systems, business systems that integrate all of the different aspects of your of your work. And so that’s what has been part of my focus for here is to give you some core core systems yet that have simple implementation process. Because unless it’s simple, if it’s too complex, then it becomes very challenging for the implementation of things. And so much of it, you know, it’s not, it’s just so not enough to have information about the critical piece is finding ways to begin to use and systematize in your own ways that those little processes that are very effective, that have been proven, not just in my experience, but by others in their experience, and by in many cases in corporations quite literally around the world. And as I mentioned last week, be the okrs that I went over last week, are a system that have been used, quite literally to build some of the biggest companies on the face of the earth. And they were critical practices that were that were brought into into organizational habits turned into their culture in the early days of the organization. I mean, one of the biggest companies in the world is going to be Google, right? I mean, okay, there are some other ones too. I mean, plenty of other other big ones, too, but Google’s pretty noticeable one. And it wasn’t all that many years ago when it was just a browser.
Unknown Speaker 3:09
Now, it’s way more than that.
Unknown Speaker 3:13
And a really, really key part of that, is that a key part of that was that they implemented organization wide, wide, simple, essential practices that became part of the DNA of those organizations. And so, what I’m going to do what, what today I want to do is primarily, I’ve got, I’ve got some closing, well, not closing, but I want to put it at the end of the today’s activity. Hi, James, I hope you’re there. And I hope you you know, welcome. Welcome to our class this week, hopefully, your internet holes. But at the end of it, I’ve got just a little bit more content that I want to go over. But this morning, okay, sorry, my morning. In the beginning of this class, what I do want to do is to number one, just pull up the sheets and show you again what your homework is. And then I want to get I want to hear from each of you what you’ve done. And this is not you are not being judged on whether you did or didn’t do fully all of your homework all the time. But this is an opportunity for you to even think out loud in some cases, if you were unable to do all of the homework, or to at least think upon and reflect and then ask questions. And so I want to give a little bit of coaching feedback for you to hear what one another has done. It gives you ideas about about what to do and how to do. So what I’m going to start with is just by pulling up
Unknown Speaker 4:59
Unknown Speaker 5:01
What I had is the homework for this week. And that was to stop by writing down your project or your organization’s annual objectives. So that’s longer term. And it didn’t matter if it was a 10 year objective of five year objective, but some something longer term, then to look at your quarterly objectives to break it down into something that is more of a bite sized chunk, which is quarters, three months, that’s a long enough to kind of plan out and see be able to see some kind of progress. And yet short enough that you don’t get, you know, it’s it’s not so far in the distance that it just doesn’t matter. So that’s, that’s your quarterly objectives. Then I did ask you to gather your team and give them teach them the the concept of transparent and adaptive goals, which is the okay all system, because part of the intent through that, and if you haven’t done it yet, I would certainly hope that you will do it, because most of us are verbal learner, or are we we learn, we very definitely learn when we teach. So just sitting and listening is one thing, and even sitting quietly and doing your own goals is another. And that gives you another level of competency, so to speak. But then when you also instruct others or help them understand or pull them into participating in this with you, that brings a whole nother level of understanding that you have to draw upon. And many times when, when you go to that level of communicating with others about about something that might be a little bit new, then you realize there’s all of all kinds of other questions that come to mind. And that you do often have, and then that’s always a good time to go back to the drawing board, so to speak, and to come back with questions. And then I not like I have a lot of homework for you this week. But you can do the some of the stuff you can do really, really quickly. And part of the the importance of this is to get yourself into the habit of doing this kind of thinking. This is if you recall, back in the earlier classes, we talked about the kind of discipline thinking and actions that level five leaders need those who are not just managing not just handling tasks, not just getting jobs done, but really having to discipline certain aspects of your life in order to build a, a very effective high performing at least a high performing team, because each one of you at least operates in a team of some kind. And it might be a personal team, it could be a family, or it could be a small, you know, like your team race or in in if on his case, he is pulling together his organization. In James’s case, I know you are pulling together, you’re working to try to pull together some clear systemic ways to make an impact in your local community. So these kinds of, of this kind of thinking is really critical to to becoming effective as an exceptional leader, as somebody who pulls things forward, who establishes systems, I think you remember, I went back this this quote, management makes a system work. It helps you do what you know how to do. But leadership really build systems or transforms old ones. So when you lead, whether it be in your own life, we always have to manage our lives as well. We have to handle what we do, we have to do day to day stuff we have to eat every day, we have to manage our time every day, we have to do that as well. But on the leadership side to make the difference. To to be bold enough to go into new territory, and to be able to last and continue and persist and keep moving forward. Then leadership really needs to build systems or transform old ones and that’s personal and institutional. So so that’s why you cannot become a better leader without becoming a better person. I mean, it’s this is not rocket science, but it’s just that we we often need to remember to see okay, well to the extent that I improve myself my skill set my daily discipline.
Unknown Speaker 9:58
That’s not selfishness per se, that’s altruistic, because as you become that better person, you are able to lead better without investing in yourself, investing time, investing some kind of activity, you know, activity learning, refers daily reflection, exercise, eating, well, all of these things, without investing in yourself, there is no way you are able to fully invest in the missions that you have. And the bigger the mission, the more important it is to ensure that your base, your personal life, your body, your emotional health, your your intellectual growth is always moving forward every day. We never stopped breathing. We never stop eating, in order to live well, that is, sometimes life happens, okay? But in these other areas of our lives, it’s so critically important to consistently invest in yourself, your development, your growth, if you ought to become an effective, impactful leader. So that’s why I made I added here, you know, set your own personal okrs for important objectives in your life. This is this is something only you can do, I can give you some suggestions and ideas. But this is your area of work, but I just very want I cannot underscore how important it is for you to to see this as really important work for you to do each day, each week each month. So I just wanted to go over that as the homework and kind of fill out the context of why some of that homework. So I’m wondering if somebody would like to, you know, we can go just around the room or if somebody wants to go first to hear you know, any any aspects of experience from any of your your homework, what you did, what you thought about how it was working on your okrs and later on the next. So there’s three parts to this to this class today. I want to go over the direct homework for last week, which was the okay ours, then I’d like to reach back into the what we what we’re dealing with, without stakeholder work and that whole project. And I’d like to get some reflections on that. So that if there’s anything useful feedback questions, you can ask and I can provide you with that. And then the last little piece will be just a fine little chunk that I will give you around about 1130. So we’ve got about an hour and 10 minutes just to spend on you guys hearing from you. giving feedback hearing from one another and and just learning in this kind of approach more more of a coaching type of environment. So who would like to go first? Any volunteers? Or do I get to volunteer you?
Unknown Speaker 13:21
Unknown Speaker 13:25
Thank you. Um,
Unknown Speaker 13:29
yeah, I wasn’t able to talk to my team, or, anyway, our office is currently in a little bit of a tizzy. In terms of, yeah, I don’t even know who my team is right now.
Unknown Speaker 13:45
But it’s fine.
Unknown Speaker 13:46
Um, but for the Yeah, I think.
Unknown Speaker 13:56
I feel like Mmm
Unknown Speaker 14:00
Unknown Speaker 14:04
I feel like it kind of came
Unknown Speaker 14:07
somewhat naturally, to me, like the process thinking, I think I in general, kind of think this way. Um, but I realized that like, just the nature of my organization is so like, so often. You’re kind of forced to fly by the seat of your pants, kind of like, it just isn’t consistent. And it just, that’s just, you know, the reality that somewhere along the way, like I kind of basically stopped even trying to do this. Um, so yeah, um, that’s what I was just realizing I was doing this. Um,
Unknown Speaker 14:55
so, that kind of awareness is good to even see where you are. It’s a baseline. So that that information is good.
Unknown Speaker 15:03
Yeah. Um, that being said, like, there are things that were coming up, um, especially like, quarterly objectives. Mm hmm. Um, I, like I understood, like, you know, this isn’t necessarily what I understood from last time was like, it’s not about having like a laundry list of like, a to do list. It’s like, a few key, like, overarching goals. Right? So, um, and then with that, as measured by law, so I found the quarterly objectives more easily, more easy for me to figure out, I’m definitely couldn’t limit it to three. I think there’s just so many different diverse things that like happen in my office, but like, they don’t really fit together as one thing. Um, but yeah, like, one is clarifying the mission and objectives of the UN,
Unknown Speaker 16:05
as measured by a
Unknown Speaker 16:06
certain number, like three points, um, improving the internship experience, as measured by and then four points and successful transition in the office as measured by certain points we’re having.
Unknown Speaker 16:25
Yeah, personnel transitions and stuff
Unknown Speaker 16:27
that’s going on. Yeah. So that’s pertinent. Yep. Yeah. And
Unknown Speaker 16:31
then develop WPS presence in the UN, which is an annual thing, but it’s also like corner we
Unknown Speaker 16:39
write those kind of annual things are important to have and then you then for the annual objectives, then you bring that back into different milestones towards that bigger objective. And so yes, it would be appropriate. If that you know, and again, then, as you identify all of these things, and how many did you have? I’m just curious, you said you had many, many more?
Unknown Speaker 17:04
Well, for quarterly, I just limited to four. I just stopped thinking after that. limited time. Um, sometimes it’s good to have like, limited time, because then you don’t overthink.
Unknown Speaker 17:16
Unknown Speaker 17:18
yeah, so I limited it to four there, I have like, a lot more for the annual.
Unknown Speaker 17:25
Right? Well, but even there, when you when you when you’ve discovered that you’ve got a lot, like if it’s 5678. I don’t know how many of God, but what what that then creates an opportunity or an awareness of the reality of how diverse your work is that you would it would be that gives you an opportunity to go back to your, your manager, boss, whomever, and you say, look, these are all the things that are going Can you prioritize? What are the most important things? Because otherwise, we’re going to be scrambling all over the place? Hmm. So even just building that awareness, creating that list gives you information to then go and have a more meaningful conversation with another person. So even if they don’t answer you, in that instance, you can come back again to say, what did you figure out the priorities yet? Right there, you’re, you’re making an impact in the thinking of people, you’re, you’re I and I’m confident that then that then they will be thinking, well, gosh, what are the priorities? They maybe haven’t thought about it. So this also becomes in a way, this itself becomes a tool, then, then then when you make Remember I said to post these things in a in a in a visible place, when you identify them, put them somewhere, put your own objective somewhere, and invite people to say to ask you about them, or why do you have them anything? The thing is it creates a conversation around priorities and goals that I’m guessing wasn’t there before. So can you see how, you know just even engaging in this, you’re not maybe at the top but you can from your where you are, begin to stop and help the organization have different conversations.
Unknown Speaker 19:29
Actually, this is a timely conversation because, um,
Unknown Speaker 19:36
one of the new tasks that were just given me today
Unknown Speaker 19:41
is we are supposed to develop a seven year plan
Unknown Speaker 19:48
Unknown Speaker 19:49
for the UN offices in New York, Geneva and Vienna. And so, um, tomorrow and the day after, we’ll be talking So basically, myself, the two directors of the UN offices, and then the senior vice president of women’s Federation International.
Unknown Speaker 20:10
Unknown Speaker 20:13
Carolyn Hanson is the director and is the director of the offices. Yeah. So Carolyn Hanshin Lex award, and then myself are meeting as well as two other people who are like the high level leadership. So it’s like a, basically what I’m saying is, like, it’s an opportune moment, where like, our goal is to create goals, right? And the leadership is there. Um,
Unknown Speaker 20:41
Unknown Speaker 20:43
Unknown Speaker 20:45
May I make just some, again, some feedback, this is also where you can suggest the use of a modified version
Unknown Speaker 20:56
of of the questionnaire,
Unknown Speaker 21:00
you can say, you know, you would like to interview each one of those in the meeting separately, so that they can have their you know, that they can, you can gather that information. And then it would be valuable for you to interview talk with those who in the country levels, address un related issues. And it could even just be the country level, Chapter representative, presidents, whatever, Chairwoman, whatever they sorry, whatever title by the National presidency, national president. And it because it would be, then you can come back with all of that information, it’ll be qualitative and quantitative information, then, then, then they have the the higher higher level leadership on not making decisions out of thin air, which is nice to do sometimes. But it’s also really good to include, especially if you’re going to be co creating these solutions. at the global level, it’s really good to have the input from the people who are going to be asked to be supporting this sooner or later, for them to be co creators, with high level people to at least have input useful information that you can put in front of these top five or whomever they are. So I would that would be a way I you know, if that’s at all possible to say, I, you know, I would really like to do these interviews, can I speak with all of you, and then I would like to interview all of them, you know, to really gather some, some information so that we can understand and assess where we really are, and then make, you know, more, you know, figured clear decisions based on all of the information that you get, it doesn’t mean at all that the higher high level leaders there, they may still come back with something totally different. But at least then they know what they’re working with. They have much more useful information. They can make better decisions, because then the connected there, they’ve got they’ve got at least some feedback. And it’s not just making decisions in vacuum. Well,
Unknown Speaker 23:26
this report, so basically, the president of women’s Federation, is asking all of the regions to submit seven year plans for the region, and the UN offices are considered a region under organizational structure. And so we as a region of the UN, m goodbar, developing a plan just for us,
Unknown Speaker 23:59
right. However, that does not mean that you cannot go and do your research with the people who are going to be impacted by what the UN Office does. So you know, you’re not necessarily doing this with the full authority, you know, as you can simply do that as the UN Office. This is your UN Office initiative to really research and pull together a seven year plan. That’s actually in some ways that’s even better, because then you’re not you’re not being responsible for the whole organization. But you’re really focused on contributing something really useful. For the map for those who rely on your because, you know, all of the times that I’ve worked at the UN as a representative to the UN for whatever. It’s one thing to do the outreach to the to the UN missions. It’s one thing to have a message to the mission, but unless you You’ve got a way to reach back into the local levels. And to keep that that communication going between the two, you have no legs to stand on. And and you, you, you will be a voice with no weight behind you extend that you are really representing the voice of the people. Yes, you’re doing it as a as a as a UN Office representative. But can you see, can you see that that you do this as the UN Office, not as you know, not as the ultimate whatever, that’s actually better. Because the more focused it is, the better you’re able to figure out what a good seven year plan is. And then you can make your milestones. And then you can figure out your quarterly goals and objectives as you work back from your seven years. But it’s really critical and what most signs thank you for asking this question. Because this is exactly what most people do not do. They don’t do the research. They don’t ask the questions they don’t ask about what are people concerned about? What do people most desperately want? What is it that the and then and then people make plans, and then wonder why they can’t get traction on the ground? Because that’s not what people are really thinking about are concerned about, do this kind of research, and you will be doing something radically different than probably 90% of people out there. And probably 100% of everybody in your organization.
Unknown Speaker 26:40
Okay. Um, can I ask you like, a practical question? Great. Because I really like those ideas. It’s just, this seven year plan needs to happen by next Wednesday. Um, and
Unknown Speaker 26:57
yeah. Anyway, um, so then, then maybe had built into your plan, a plan to finalize your plan later on. Okay,
Unknown Speaker 27:07
so like, that’s my question like, how
Unknown Speaker 27:08
build it in building it? no reason
Unknown Speaker 27:12
why you can’t. So part of the seven year plan could be to do an in depth.
Unknown Speaker 27:18
Unknown Speaker 27:21
No reason why not? And then and then you’ve got the you because to do to do you know, how many country how many national chapters do you have? Oh,
Unknown Speaker 27:33
um, maybe around?
Unknown Speaker 27:37
I don’t even know. I don’t know.
Unknown Speaker 27:40
That’s like, the information from the field is the most challenging thing.
Unknown Speaker 27:47
If you take personally around, it usually is around.
Unknown Speaker 27:53
Okay, I want to be conservative, really conservative? I’m gonna say 80.
Unknown Speaker 27:56
Yeah. Yeah. So it’ll take you that time, you know, so, you know, start scheduling, you know, make sure that you do this as you start scheduling those meetings, and so that, maybe it’ll take you six months to have all of those interviews. But, but I would highly recommend that you do that. And you pull it together. And
Unknown Speaker 28:19
I like this. Sorry, I’m just getting excited.
Unknown Speaker 28:21
Yeah, absolutely, you should. And at the personal level, I can guarantee that as you accumulate, accumulate this knowledge and information. And it will give you weight to moving things forward in important ways.
Unknown Speaker 28:39
Unknown Speaker 28:40
Other questions are basically like, when they think of you in office, what do they think of? What would they like to
Unknown Speaker 28:49
get? What I would recommend that you do is go back to the interview the questionnaire, and yeah, rewrite it for what you think it should be. And you can send it to me, and I’ll give you some suggestions. I’m more than happy to give you feedback on that, because that’s kind of your basic template. But you always have to adapt it to your situation, the language the you know, the exact questions. Yeah. But if you’re rewrite that, send it to me, I’ll look at it and give you the absolutely, we’ll give you feedback on it. Okay. Thank you. You’re welcome. Yeah, I mean, this is timely, and this could be exciting. This could make it wonderful. Thank you. Grace. Do you have any way if you’ve got more questions, we can come back in a minute. whenever you’ve got questions, we’ve got time for that.
Unknown Speaker 29:45
Unknown Speaker 29:50
Unknown Speaker 29:53
Unknown Speaker 29:58
what have I done so far thing is There’s been a whole lot of things, because reorganizing things pretty much to fit into the new knowledge and experience would say one of the things they will begin to plan to do is accelerate the view that quarterly objectives, and not just look at it as something to do, but setting up milestones. As well as appreciating some of the milestones that were great before it’s like, okay, you know, and then just checking them out. While focus is by November 30, I would have put together the structure, the organizational structure in terms of administration. And then another objective is to train the key personnels in the area of case management. And we’re about to talk with a psychologist to a set that to come on board and is designing some training to offer that purpose. Tomorrow, I’ll be having a meeting with the team, the selected team, a few of them about five or six, then on Saturday will not have an expanded meeting with the rest of them. So I was able to talk to the zonal coordinator yesterday and have my mind setting things and also looked at some of the things that they have been sharing, before, most of the things I’ve been focused on are being futuristic. Now, but now, I’ve also decided to incorporate today, because I cannot just set up everything futuristic can not leave today. So we’re beginning to discuss the importance of the office space, and its utilization at a particular region. So this will be now found the bulk of our conversation tomorrow, as well as the organizational structure who does what, who is responsible for what what training was killed, set, does that person need to function effectively, and no, so identify certain key character, rather than the skills because skills are things that can be learned, and our character is very difficult. So it’s just been a systematic change, to make everything suit to the flow of the system move or the set up. In the first one month or so we’ll try to build a system as we try to, you know, and getting people to understand the importance of not just activism, but also community fulfillment, as and also customizing programs for individuals and not just a one size fit all. So beginning to understand that concept, you know, and utilizing the questions to get to know who is able to, and how they operate. And it’s been, it’s been a case, selection criteria to weed out and also to bring in those who are really, or feet and contribute to the overall goal. And mission of the organization is not just about getting so many people So beginning to understand that and then know, as plain so that the leadership, the management, well, I love what you said about leadership is about creating and building systems. And also, you know, rebuilding or changing or transforming all the existing ones, why the managers make the system work. So but the managers won’t be able to do that, if they do not understand the system. So taking that time to do that and also to take it in little bits and not just chance, but just a little bit and appreciate that little milestone, that little accomplishment, you know, while also understanding the the desire of the beneficiary is also important stakeholders.
Unknown Speaker 34:58
So, we add trust to, you know, is a is a is a give out huge cap the world he and the world. So trying to navigate through technology using visual and remote ways of doing things. You know, these are people who don’t really understand that the yesterday or two days ago, when we announced the meeting, somebody said, you know, why don’t we do the meeting on WhatsApp, so other people who can’t come in through the internet will be able to get involved for you. I didn’t respond to that. But I saw that the Regional Coordinator did respond to there, because now she’s looking at it, okay, if you can make a little sacrifice to be able to do these to get this training, then you might as well not be here. Because just a little thing that you need to just three arrange setting things. And then and this were the individuals who’ve never bothered to even attend. Or even say, okay, yes, I will do. So why try to change the entire dynamics to feet, somebody who never said, Okay, I would be at a meeting now, what time is good. So, it’s been a journey, and, and I’m enjoying the journey. So one of the things I’m going to access the training materials, would they remain on the site, so we can maybe from time to time, go there to reference them, because I do find it very helpful and insightful to use and utilize. As we go about these on a daily basis, I came to realize basically, that this whole thing is a journey is not a destination, not to add, was to go into it, just like that it’s ever evolving. Now, because I can tell you, we’ve written our missions at least twice or three times, within the past year. You know, got the plan, like am I really going to keep doing it, and I come to find out that it’s actually a good thing to review it every six months and look at it if it’s something we needed to do to meet new and growing trends, so we don’t become obsolete. So
Unknown Speaker 37:33
I heard you say that, you know, you as you’re clarifying some of your milestones, right? And it sounds like then that even just as you begin to see you’ve got your bigger objectives, and then you break them down into milestones, then you begin to see where you where you are going. Right? Yes. And that’s really also important. While too many times the often, you know, the CEO, the big the big leader has a plan like that. But so many people that I’ve spoken to, you know, even some of the smartest people on the face of the earth, who are doing, it could be in a program development, computer coding, you know, for could be cybersecurity coding, whatever, really, really smart people doing their job, but they get so they feel so alone, they feel so undervalued. They get they often even feel like imposter syndrome, they’re they’re smart people yet they feel like, you know, what are they doing there? And it’s not because they’re dumb. It’s not because they’re not engaged in their own way, but because they can’t see what they’re doing today connects with their goals and objectives. Our value so much about value which and human beings you know, as human beings we want to feel valuable. It’s just basic intuitive, it’s, it’s not rocket science. So then the question is how do we feel value. So, any critical piece of feeling value is knowing that the hours of my life that I am putting into this sometimes menial task, typing on a computer, what is typing on a computer, it’s sitting there, wiggling your fingers, um, you know, how does doing this make the world a better place. So people need to see the journey path, they need to be able to see that this piece is essential to getting to the next place which is absolutely essential to getting to The next milestone and the next milestone and the milestone so that so allowing people through sharing, you’re okay up for sharing that process of setting your goals yourself, weekly reviewing them and having each one on your team do that, then weekly reviewing them to gather helps remind us what our goals are, helps keep us on track to doing the things toward the milestone, and actually helps us feel that value, it makes going to work meaningful. And when employees or staff or volunteers, people paid or unpaid, it’s it’s very well studied. And I don’t have the numbers on the top of my head. But it’s very well studied that, that even more important than just the bottom line wage, it’s the people feel valued. And what they’re doing is contributing to the goal of what they’re doing. And so the value of having the okrs and utilizing them gives you the visceral real day to day as you review them daily, yourself week to week as you’re having a stand up meeting as part of a team. Quarterly as you celebrate your goals and objectives and reassess your next set of goals and objectives. By participating in that process together. You’re also creating the mechanism, the way that you work to you know, it, it just creates this whole culture of openness, transparency support, that you’re so that when people genuinely get in there and do and work toward the goal, but for some reason, was unable to get to that goal, it’s not a failure, you can then say, okay, was, maybe the goal was too big, or, oh gosh, we got to that goal in a week, that wasn’t a big enough goal, let’s refine the way we set out goals, or maybe that person needed support from another, another, another person with a different perspective or different skill set, it gives you a way to constantly monitor, tweak and adapt the old ization and the capacity of the teams to function optimally.
Unknown Speaker 42:29
Otherwise, everybody’s just doing their best.
Unknown Speaker 42:33
Unknown Speaker 42:35
and not always. But when you create this kind of build this kind of system, and then you’ve got the mechanism, the framework, which is very simple. Which is in essence, it’s very simple. It gives you the structure within which to align people and keep them connected with the purpose of the organization. So it’s not just a once a year meeting, you don’t get to New Year’s Eve, and you say okay, I’ll goals for this year. But it becomes a living, breathing meaningful way
Unknown Speaker 43:16
to engage together to work together.
Unknown Speaker 43:20
I think so I was happy to hear that, that that, you know, those milestones and it sounds like your milestones are getting lined up, you find it and and that, you know, even you’ve identified as one of your x factors, your that you customize. And so you built that into your, okay, you’re building that it sounds like you’re building that into your okrs that mean, that’s the way I take it. And so this is this is this is exciting, this is significant progress, because then as you build it into your okrs, your organization’s okay as your team’s way of functioning, then they will really more you know, fully get to grips grasp what it really means that how important it is to customize how to do that better, how to support one another, even even the the social worker or the psychologist who you’re bringing on board to help with the intervention sort of stuff, you know, they can appreciate them your work in a different way that you’re not just trying to create a cookie, cookie cutter, because I’m confident that person’s experience is you have to create customized experiences for people if that’s really really make move on and through through beyond difficult situations in their lives out of trauma and all kinds of horrendous situations that people do face. And, and again, I noted that you also saying that you realize that asking those questions really helped you understand And it does it gives you a whole new level of relationship with the people that you’re working with. Right? Yeah. And, and after all, in so many ways, if you can communicate it at home, almost almost another level, not exactly. But you know, in a way at another level where you really are connecting with them, that keeps them engaged. And, and again, this comes back to those types of situations that that are another lady that I, I, I’m not going to talk more in depth with her next week, but one of her big passions is she’s worked in the corporate world for many, many years. And she sees how profoundly disengaged so many people are, they go into work, and they do the minimum, they go home, they take the wages, they’re not engaged. As individuals, they don’t feel fulfilled, organizationally, the capacities of that individual are just not being utilized or tapped. And, you know, the cost of that to the bottom line for the companies, but the cost in people’s lives, that means people go to work, you know, and then we’re durables on a treadmill. That’s not what people how people like to live.
Unknown Speaker 46:27
I think durables, like running on treadmills.
Unknown Speaker 46:31
Well, a mouse,
Unknown Speaker 46:35
whatever, you know, you get the message. So, but people need money. And so they’ll do stuff to get the money that they need to live to pay, pay their rent, to buy their food, to make a living. But human life is so much more than just existence. And most people are desperate for meaning in their lives. That’s why there’s so much alcoholism. That’s why there’s so much so many, so many problems with drugs. That’s why there’s so many. So much suicide. That’s why I mean, there’s so many social problems because we in our technological capacities are going out the wazoo. But we’re still not really taking care of the human element in people’s lives. So I’m delighted that you’re getting to know those people, and then then you can help them align and feel the value. And I was happy to hear that you’re going to celebrate too, because it’s so simple. In some ways. Some of it can be so simple, but I’m just simply moving, moving the gold stick, which is kind of what happens without quarterlies. You, okay, you made it to this quarter. Now, let’s move on. And now we’ve got a new goal. But without celebrating, and really reflecting and enjoying the achievements, then that actually prepares people to be ready to move the goal line. And then in fact, it becomes a challenge. And people love challenges. That’s human again, human nature. You know, that’s, that’s, that’s, that’s who we are. So I was excited to hear all of those comments. And just wanted the one thing that I that reaffirming, you know, that you, I noticed that you were very smart and saying that you weren’t going to change all of the way you would be doing things because one person asked you to do things differently. And that person, as I understood, was not somebody who’s been participating anyway, that was a very smart move. Because you have a if, if that’s almost their excuse for not participating, rather than I mean, sometimes there are real reasons, sometimes there really are real reasons. And then you have to assess that. But if it’s if it’s more, because it’s just that person who probably wouldn’t attend to any way, or join or contribute or whatever it is, that’s a very important distinction to make down the road with with how you make decisions as leader and it’s, it is important to take care of those who are actually ready to step up. So yeah, and probably down the road, some kind of technical analysis of of, of all of the people is going to be it will be something good to do. But again, keeping getting the right people in places really,
Unknown Speaker 49:39
right, because one of the things we’ll do was extend. The ones that attended meeting was, was the major challenge. Now I know that they find difficult for the meetings and some of them said data, the cost of data and all that. So we’re thinking of ways to say subsidize the cost of data. No. And that’s why even if this individual had come up and said, okay, maybe these are my ideas. And rather than say, okay, we need to change the meeting format, so that some of them can add their ideas already, there’s a wassup platform that’s already created, where ideas can be shared, right. So it’s not about him sharing his ideas, or trying to knock how the meeting is being conducted. Why not also understanding that, you know, setting things has been been put in place to try to subsidize the cost of data. And also we’re looking at having that office so that they can congregate in the office having like a Zoom Room, so that becomes a place where they go for the trainings for the things so that would eliminate the issue of, I don’t have the add on have these I can’t connect, because the the computers will be set up the internet connectivity is will be there for them to be ready to accept for everybody to accept. So and that’s it. And unfortunately, the B fiber responded, I think I didn’t even respond to the gentleman. But the coordinator responded to him, basically, like, Hey, you know, we’ve gone past these, if you were really interested, you would have been something came, there’s really no need, then with that, so I just need to compute a core team that will be able to handle things on their own in line, right? Now in Division, so
Unknown Speaker 51:47
and there could be and that person just may be better in a not part of the core team, but part of the, you know, extended team of people down the road. So different people can function optimally in very different situations and circumstances. And that’s part of the responsibility is to find the best place for people if, if you know if,
Unknown Speaker 52:13
you know, Best place, so very good.
Unknown Speaker 52:17
Very good. I know, James is, is online, I don’t know whether you can do. Do you have any comments? James? Did you want to unmute yourself and see if there’s any any comments you wanted to make?
Unknown Speaker 52:35
I’m not certain that you can hear everything or
Unknown Speaker 52:39
I know he’s on but well
Unknown Speaker 52:43
Unknown Speaker 52:47
Okay, so maybe, I don’t know what his circumstances are. Exactly. But yeah, so anyway, thanks for joining us, James. Um, okay, so it sounds to me, like you’re, you know, you’re starting to starting to see how these, all of these elements come in together. Your your x factors, you know, that that’s a that’s probably the most difficult thing to figure out. And I haven’t exactly given you a perfect system or set of questions to ask you on that one. But, you know, to some extent, I think you kind of know that, or it may be it needs to be reaffirmed refined, revisited. But that’s something that it’s just really important for you to be able to do and I think you will know when you’ve got it when you can explain you know, in like one or two sentences exactly what it is that you do to somebody else who can and can inspire them and can inspire them to to want to connect more with you just in a very, you know, your elevator pitch. I mean, everybody’s heard of an elevator pitch right. You know, the other words that you can communicate to somebody else who has got no idea what who you are what you do pretty quickly what it is that you do what is unique?
Unknown Speaker 54:24
Yeah, yeah, James just said it’s difficult.
Unknown Speaker 54:31
So, um, anyway, that’s your X Factor, identifying your really unique piece and really sticking on that and honing in on that and that’s something that that I hope, you know, even in your questioning grace as you go back out to two you could add one element one question on aspect of that is what what to get even input from The different cause. The uniqueness of countries and circumstances and regions are, you know, they’re not just excuses, they are real. And so but still, having them give you a give you the feedback on what they see is really unique for women’s Federation, in their country, region, whatever it is, will, you know, even that kind of information as different as it may seem, as you speak with people, you’ll begin to see patterns emerge, even from most diverse experiences, so to speak, you’ll begin to begin to see what is the medically unique. So it will be doing that kind of a better assessment will be very, very helpful and useful feedback, I think, for everybody. So I hope that that that’s something that, that you can really get into and do and I think it can be quite exciting. Um, so you’ve got, again, that X factor that unique components, and there’s a you, you hone in on that and really get that clear. That bit that gets fed into, you know, how will you build out your okrs, how you build out your goals, it guides your goals.
Unknown Speaker 56:30
And then your,
Unknown Speaker 56:33
the process of interviewing people gives you kind of the meat and potatoes of working with people, and that that gives you the kind of feedback and the way to communicate with people. And that all gets stirred into this big pot, and it all works together. And anyway, I’m very happy to see that you’re already getting, I believe, already getting a taste of what this core these core skills these three core pillars can really do. Now, there’s lots of issues, when you’re building out a business, you’ve got financials, you’ve got legal stuff you’ve got, you’ve got, you’ve got to set up your office, you’ve got to you’ve got to do the, you know, the training for all of these elements. But when you build around these core practices, then a lot of so much more flows, and you can more easily prioritize, you know, who do I do I? Do I train my stuff, or do I train my volunteers? Or do I spend my time outreach outreaching to to the stakeholders, when you go back to your you’ve got your longer term goals, you go back to your quarterly, quarterly goals, and you say, Okay, well, I got to get hold of my stakeholders, I’m sorry, that’s the priority for this time period, this is what I’m going to do. And so you’re not getting distracted, you’re making clear decisions. As we go through our day, even when we don’t have clear goals, we keep making decisions that impact us that make that that’s what we that’s how we spend our time. That’s how we spend our time. And it’s getting, if our objectives are getting diluted by doing all kinds of other things, which are secondarily priority, you know, a secondary priority to the objectives for that quarter. Then that’s your choice, and you can do it. And maybe it’s a choice being made unwisely because people are unaware that they’re diluting their, you know, their possibilities for call focused impact.
Unknown Speaker 58:52
But ignorance is never an excuse.
Unknown Speaker 58:56
It feels like it is why didn’t know? Well, yeah. You didn’t know. But does that mean you wasted? a, you know, three months of your life? Maybe.
Unknown Speaker 59:08
Or you wasted that budget?
Unknown Speaker 59:11
Or, you know, maybe and maybe it was hard one budget by somebody else. So you’re not respecting their contributions by not really optimally utilizing. So there’s so many different dimensions to this and why but and it’s so important, but, and, and, you know, we’re never going to do things perfectly. That’s the nature of human beings and perfection is I’m not certain that’s a goal. Really? I guess I always did. Did you ever hear that? I guess maybe I’ll write this in. Who knows. But um, there was this one story about a Zen master who, as a student, you know, in their garden, they the Zen master was coming in and they they came in and they raped all you know have you make the rape all beautiful rape lines in the in the in the grab a lot of stones and you get all of the the bonsai trees and the plants were all perfect, the house was clean, everything was just perfect, made sure we cleaned up all all the leaves so that there was some there was nothing out of place. The Zen master came in that it happened to be time of the cherry season. And he looked around, and everything was just perfect, not not a duck or a job anywhere out of place. And he went over to the cherry tree and he went down came all the pink petals onto the ground. And he said,
Unknown Speaker 1:00:47
Now it’s good.
Unknown Speaker 1:00:52
Even things that are beautiful, often they’re not perfect, some symmetry not perfect, perfect many times it really is just the natural element that is in there. And as human beings, we’re probably not going to be quite perfect. But that’s not bad. That’s just accepting reality. Because if everything was perfect, everything would stop.
Unknown Speaker 1:01:26
And that would be boring.
Unknown Speaker 1:01:29
It would be boring. And I’m not sure that would be life. But our quest is so many times we don’t do things because we don’t have it perfectly ready. And and this whole iterative process that that is built in, and that where that we don’t have to be afraid of making mistakes. Of course, we don’t want to make big fatal flaws, have big fatal flaws and things but but to understand in terms of the recognizing that we are in an iterative process, that everything that happens, the good and the bad, and the ugly, that is feedback for us as to how to move forward. And so even when your volunteers, your clients, your co workers, make mistakes, perhaps don’t always do things perfectly. it you know, understanding that this is this is feedback. This is bio feedback. This is real feedback. This is informational feedback. Okay, so now we know how not to do it. That’s good information. We didn’t know that before, because that’s why we did it. So So now we know how to move forward. So it’s important to have the right kind of, you know, this kind of a mindset that can help us move and utilize this kind of a system. And, and still always be excited by by progress by, by by development, and by the engagement of everybody that we that we know. So do you have any questions from
Unknown Speaker 1:03:14
Unknown Speaker 1:03:18
last week, last week’s homework that I gave you, I want you to think back a whole week. And I just wanted to get any specific reflections from last week’s homework. Did you did you do? You know, and I think I know Grace’s answer. But did you do any more stakeholder driver assessment interviews? Were you able to consolidate the info into a one one page stakeholder journey map? You know, did it give you insights, even if you didn’t put it on one page? And there’s a better way of putting it on the one page, let me tell you, but did you get a sense of understanding that stakeholder and therefore realizing Oh, what I need to do is help that person, I understand where they are now. And therefore, where I need to help them go in order to reach the goals and objectives for that stakeholder. Because, again, you they may have their own goals and objectives, but also you from your business point of view from your organization’s point of view. You You have objectives for them, where you want them to be you want them to be supportive of you, but in certain ways. Now, maybe they will be maybe they won’t. But if you don’t have clarity about how you want them to support you. Do you want them to be just yeah, I’m with you and find you, you know, go and find you. Yay. Or do you want them to say My goodness your organization is is so unique, you really take care of people, I’m gonna, I’m gonna go and talk to people in, in the local council, the local city hall, you know, the people that I work with. These might be, you know, stakeholders, one of one of your stakeholder groups, those who local political stakeholders, I’m going to make sure that you know that there are no that nobody’s going to block what you’re doing, or I know people who can help you with this. And I can connect you with some so and so when they become your advocate. If you have an objective for a stakeholder become to be not just supportive of you, but your advocate. If that’s one of your goals, then you can see how, what it would be like to have such a person be an advocate, a supporter, a funder, a donor, or whatever. And what you need to do if they’re not there yet, it shows that maps out that helps you see what you need to do. So. Also, I did ask you to discuss with your colleagues and teams how stakeholder input may influence your decision, your organization’s X Factor, and maybe that discussion is unnecessary, but it but if you can show, for example, in Grace’s situation, you can show that it would be helpful to have some real clarity around stakeholders, the various stakeholders, the national level stakeholders, you know, the senior leadership stakeholders, if you can clarify, if you can say, you know, we need this kind of information and at least present to those who speak to us how valuable it would be to more deeply understand where they are at so you know, how to better work with them. And that’s kind of just basic stuff. But, again, probably not everybody’s recommending that you do that, you know, it could be just at that level of discussion as to how it can impact clarity around your your organization’s X Factor. And then I did ask you to clear your schedule for the for the,
Unknown Speaker 1:07:25
for the three days.
Unknown Speaker 1:07:27
So any questions from last week’s homework that you remember that you had, you might have rolled them into this week’s reflections. And that could be fine. But any any other questions that did you have?
Unknown Speaker 1:07:43
Questions, but, um, fun updates about the work that like, I’ve seen how it’s helping things to move forward, or at least like muster conversation. And, like, just because I was doing this, um, ah, basically just interviewing interns. I expanded it to not just the New York office, but the Geneva and Vienna offices.
Unknown Speaker 1:08:11
Unknown Speaker 1:08:13
just like the UN, you know, like every, I think, in general, all organizations have silo issues. Absolutely. Um, so like, even just the fact that like, I included that generated interest in the leadership there. And so, it’s not like we have like a meeting scheduled, but like, there is definite interest in like, having meeting to go over what we discovered to improve it
Unknown Speaker 1:08:38
across all three offices rather than just yeah. So I’m, it’s It is amazing. What, what it can stimulate. Yeah. Yeah. I’m really excited that you having that kind of experience with it. Because it’s, it’s until you experience it. It’s all it all I can do is say, it’s really good. Yeah, please do it. It’s homework. But but it’s it’s actually a quite a remarkable experience. Yeah. Very excited race. Very excited.
Unknown Speaker 1:09:12
Yeah, thank you for that.
Unknown Speaker 1:09:16
So I think he finally is also multitasking as well, he’s got people coming into his office and more. So maybe, maybe what I’ll jump over and James is saying he’s he’s really enjoying the class and that’s fantastic. And hopefully James can also go back and if he hasn’t already listened to some of the earlier lessons that he can see you know, some of the the content that we’re really talking about. So let me then I’ll just jump right into my last little bit of of teaching and never know we might even end up lost early today. Huh? Okay, well, maybe you never know. But I really am looking forward to our three days together. And I really am trying to get a few more people into that because I think it’ll be, it’ll be very good for you. And for whoever comes in, they’re not going to, obviously get as much condensed stuff as what you guys have, because we’ve gone very step by step into all these details and into details in class, that won’t quite be possible. But for you guys, I hope it’ll tie some stuff together, it will, we’ll also be doing some things that will, that will help you even see, I think, some additional benefits to to what, what it what you’re learning. And that you’ll learn some other stuff as well. So I am actually looking forward to it, it’s going to be a fun time. So let me jump on into my last little and, and this is where I’m just having a little bit of kind of fun with I don’t know where they I think I’ve mentioned that I do this little
Unknown Speaker 1:11:15
almost like a podcast
Unknown Speaker 1:11:17
called exceptional TV. And so I’ve started, I thought, oh, x exceptional, works for the exceptional TV. But also it works for, like, excellence, or exceptional or exceptional works in lots of places anyway, so I’ve put my little x Mark everywhere, just for fun. But here I wanted to talk about as you can see the top of this, centers of excellence. And in the business world, and then you know, profit, nonprofit doesn’t matter just as as organizational levels work, there is a recognition that that it’s important to build or to create, especially for larger organizations, because it’s kind of like the almost like the the petri dish game, which people have that chance to experience something and from there, it can multiply and grow. But you in that petri dish, you you start to get down those little systems and practices and processes that really help create centers of excellence. And, and so there is such a thing as centers of excellence. And that’s a recognized thing. Now in a body or an organization that works across business units. You know, this, the Center of Excellence has a leading edge knowledge and competency. That’s kind of like the formal, whatever. But the point here is, and
Unknown Speaker 1:12:50
this speaks to
Unknown Speaker 1:12:54
this speaks to something that that I addressed again, in, in my book United Nations on locked about the importance of having what I called meta nets, in that, and there were reasons for calling it that. And but it was like an add on group of volunteers from the organization, meaning they weren’t brought on to the organization to do this job. But since they were in the organization, and they had a vision for helping that entity become innovative. They would volunteer for these small networks. And they operate in a very, across the silos way, which is a little bit about what you were doing just but just as research, research, and all of that sort of stuff. But the concept of the meta net is a more complex
Unknown Speaker 1:13:55
form. And it’s especially valuable
Unknown Speaker 1:13:58
as a construct as a way of doing a whole significant piece of work. It really helps large organizations that are siloed that are hierarchical, adapt and be more agile, which is why I proposed for the UN, which is why it can be used. It’s a methodology that I’m not the term but it’s essentially a methodology that has been shown to help large existing organizations be able to make adapt and change so as not to become dinosaurs and die out. But look, it’s it’s very hard work for large organizations to change. But this methodology is useful even for smaller groups, but it is still an organizational thing. But at the heart of it is still this also this kind of concept of as a center of excellence. So what I What I just wanted to mention here is that they’re, you know, that again, this, this feeds into news feeds into the Okay, how’s the X Factor, whatever is that one of the characteristics of centers of excellence, as they have a clarity of purpose and they have a roadmap, you know, this is, anytime you you plan on going somewhere, if you don’t know what the address that you’re going,
Unknown Speaker 1:15:33
say you want to go to
Unknown Speaker 1:15:36
Unknown Speaker 1:15:38
for a while when you’re not in the country, having the name of the city is probably enough to get you there. But then you land at the airport. And if you don’t have the address of the house or the hotel that you’re going to, it’s really hard to finish the journey, you’ve got to have it, this is just not rocket science. But we so often do not do it, we have to have a clarity of purpose. And we have to have a roadmap map, when and then when all of these things are clear and then visible is shared. And we do have that focus that the okrs can provide. The okrs also help eliminate the distraction because there’s always stuff in life that is always going to come in they’re always shiny objects. There are always reasons to go and pay attention to me, me, me the squeaky wheel, the whatever. But we have to have that capacity to say, I understand that this and this. And you have to make a judgment, you have to make a judgment call, you have to have assess it. But if you don’t have the the the clarity of your goals and your objectives against which to a judge, whether it’s this is important enough to take your time, then you can’t make a good judgment. And good judgment is an essential part of good leadership. Flexibility, you have to at some level, you have to be flexible, and the okrs help you retain the kind of flexibility. And that’s not the just, you know, shiny object syndrome, type of flexibility, that’s just distraction, we have to be able to make the difference there. But having having the okrs helps you with all of these characteristics of what makes a good Center of Excellence so that your team could be a center of excellence, your whole organization could be whatever. Now then, as I look into, you know, part of what makes you as a leader and your organization, a center of excellence, and this is where I refer to this morning is that unless you also include the personal level of having excellence in your own lives, then having the aspiration to be a great you know, to be a growing, evolving, improving an exceptional leader, the chances are not so much that’s that’s a pipe dream you have, we have to put the time into it. So what I’ve laid out here are our meta, what I call meta disciplines, and that could be more your sense of your your life’s purpose, the feeling you know, your life’s purpose, however, you in your own philosophical theological framework want to articulate that. But each person or each one of us, period, we are unique creatures. Nobody else can exist in the same geospatial area, nobody else can sit where I sit, nobody else has exactly the same DNA as me. Nobody else and even if even if I was cloned, there would be clone one and clone two and they would exist in different spaces. So they are not exactly the same because they’re in different spaces. They are unique, even though they’re very, very, very, very similar at the DNA level. Their perspective on the world is even different. One looks more from one side and the other one looks more from the other side. So we are unique. What is our purpose in life? That is an evolving thing. When we’re a babe, the first purpose is to survive. No, no, our mothers, our fathers, our whatever and going through life, but and then later on, we we formulate into all different we understand that in many ways, but that sense about our sole and unique life purpose. However we articulate to ourselves, how we write it down and say to ourselves, my life purposes and that will depth and change as we go through life. My purpose in life when I was a teenager is different than my purpose in life when I was, you know, a young, a young mother, which is different than what my purpose in life is now. And so in the big picture, if I knew exactly what my big purpose was, maybe maybe, but we mostly live, you know, in those kinds of ways, we’ve got a unique life’s purpose. Never underestimate your value, ever. No one else can do what you do,
Unknown Speaker 1:20:35
then we have the personal and then we have the public aspects of our lives or the inner and the outer, however you want to look at it. So out daily, in that sense, our daily disciplines, what we do. And and I just want to remind you, we have a body, we have our emotions, now, our hearts, we have our intellectual capacities, I break this down a little differently, or a little similar, but I give them different names. And when I look at the transcendence framework, that I’ve referred to, and will, one of these days, we’ll go over that. But the key thing here is to remember that you’ve got daily disciplines, for your body, eating, sleeping, you know, eating good food, sleeping well. And, you know, keeping your mind sharp, whatever that is. So your physical, emotional, intellectual, and intellectual fitness is part of your daily discipline. And then, of course, you had, you know, work missions, your business, whatever that might be. So, the piece here is, I just want to remind you, what gets scheduled, gets done. I don’t know who said that, I just set up with some smart person. But unless we make a point of putting it into our schedule, it’s an idea. It’s a nice thought. And if you’re satisfied with nice thoughts, it’s really good to have nice thoughts. But you know, when in terms of lives and accomplishing and making an impact and having influence in the world, then it’s really important to schedule things. And that means that the personal level, as well as the public level, we scheduled, were much quicker to schedule our work, going to be at work on at work by nine, or whatever it is, we’ve blocked that out. Okay, so we’ve got that blocked out. But don’t forget to schedule the important things for your personal life, as well. Now, one thing that I just wanted to put out there, and you’ll probably hear me mentioned this a number of times, and it’s one of the daily disciplines that I encourage you to do is is and it’s just and it can be done at any time of day I I tend to do it at nighttime. But the interesting thing about gratitude, and I know everybody’s told to be grateful, you should be grateful for you know, how many times did your mother or father say to you should be great? Probably once or twice, you’ve probably heard it from the pulpit, you’ve probably heard it from the synagogue, or mosque or wherever. But an interesting thing about it is that, and I, you might have heard me mentioned this, but it’s not, it’s not sufficient, in a way just to think, ah, I did this and I was ungrateful for that. I did this, but to really have that experience, to feel the gratitude. When you feel the gratitude, it has an impact on your, on your on your brain as you as you think about it, take yourself into that moment of gratitude, and really think about it, your brain lights up in certain ways. And your brain doesn’t know the difference, in a sense between feeling gratitude and feeling successful. When you feel successful, when you feel confident when you feel like you’ve accomplished when you have that, that that sense of an eye, that sense of success and accomplishment. Then you take when you think that way. Do you think different thoughts than when you’re saying to yourself, I’m useless. I made that stupid mistake again, I I don’t know I’m a dummy. Or whatever it is you say to you, so maybe never say that. Or
Unknown Speaker 1:24:42
Unknown Speaker 1:24:44
When you feel successful, when you’re sorry when you feel grateful, is equivalent experience of being successful when you remember that and spend moments in in that space. face. And then think about your day, either your day later on today or your day tomorrow, whatever it might be, you will think differently, you will, then that will set you up for acting differently. It makes a difference in your life. Don’t forget to learn constantly, feed the insatiable curiosity of your mind. Because you know, the leaders in the world well, not all of them, but leaders in the world. Usually insatiable in terms of learning, learning from others, learning new ideas, learning different perspectives, whatever. And again, eat well Sleep well. And exercise Well, just daily disciplines, I don’t want you to forget, and maybe you think about them all the time, maybe you don’t. And all of this comes back to the kind of resiliency that you know, there, that that that is needed in leadership today, we need to have that resiliency in life, there are extra stresses, there, there are extra challenges there there are in ordinate, there’s inordinate uncertainty in the world. And all of this play, you know, plays out in our lives, in our bodies in our thinking. And so, as leaders, resilient leaders, again, these are just some of the the characteristics, I just put them out there for you to consider. And to think about these as important characteristics being adaptable. Having a healthy relationship with control, doesn’t mean to say you have no sense of being responsible, or wanting to make sure that things are certain in a certain way, but not to be it controlling, you have those who are resilient leaders have a sense of purpose, they engage actively, they leverage support from others, they don’t try to do everything themselves, they utilize their team, they work they engage with the team. And again, they’re continually learning. So I just wanted to that’s, again, just kind of an assessment of how centers of excellence and how excellence, you know, teams that are like that. So when you’ve got not just one individual, but when you cultivate this kind of behavior and characteristics in your teams, then this gets you ready to be a high performing Centers of Excellence as teams. And when you get to the organizational levels, this is what’s important that we can do this as teams, not just as individuals. And yes, as an individual, that if you’re going to help lead and guide the guide people along this path, and you know, it’s critical that you also have these capacities, to really be that level five leader, but the, but again, to build these and inspire people to become, you know, these centers of excellence. And to see that these core, these three pillars that we went over, I really give you the framework for this for these exceptional teams, that really can make a difference, which, as Margaret Mead said, you know, it’s just a small group of people that make the biggest difference. Never underestimate the power of a small team. Because usually, that’s where the major change comes from. So these, uh, this, I think, this all of this distills down into core, powerful and yet core capacities, understanding perspective of how to go out into the world, as an individual, as, as teams, which can gives you the chance and the opportunity. Of course, there’s so much more if you’re going to go and work. at the United Nations, for example, I’ve worked with a number of organizations and you know, whether they be nonprofits or tech companies to say how, you know, they want they want to make an impact, okay, so the concept of understanding how to make an impact at the UN is not a simple one, as as you know. So a lot of it comes back down to Okay, so what it what are your core values? What difference Do you really want to make, and you’ve got to develop the right kind of strategy for the UN environment is not simple. And it doesn’t get done in a day.
Unknown Speaker 1:29:48
But it’s so interconnected with with with who you are and what you’re trying to do with any of this, whether you’re a large organization or a small organization, your goals for impact in the world. You have to work at understanding clarifying them. And saying you want to make an impact is not going to happen, no matter how many times you say it, unless you make a plan for it, and then work at it. Because the world doesn’t change that quickly. The world is the UN, the world is a big ship. And we can make a difference at the local level, we can make it at the state level, we can make it at the national level, to make it at the global level, it’s a whole nother matter. But if you narrow down your goals and objectives you can make, you can make a difference. And sometimes you can make a powerful difference if you put that pressure in the right spot. Or if you align like a laser, the some powerful, powerful energy. But out of a little triple A battery, you can you can get a laser, maybe not one that could cut down diamond. But anyway, you know, laser, that is light that is aligned, all of the frequencies aligned up. By having them aligned properly, they can be powerful. So that’s what most of this, this course has been about as to give you the core core powerful mindset understanding and tools that you need to be able to really infuse it into your organization and go out there and make a big difference. Yes, there’s still a lot more questions and challenges and all that sort of stuff. But I’m I’m hoping that you’re you’ve been able to see and to enjoy even some of the differences that have been able to be made already. So that I think I’m just about done from that perspective on questions. Any more questions, comments, we can finish up early today. And I can give you time to go and outside, look at the sun and take a breath of fresh air. I hope this pressure out there. But if you’ve got questions Other than that, it’ll it’ll just be out. I’ll send out information about the three day program, keep you informed, it’ll be showing up. There’ll be you know, more people will do things a little differently than kind of classroom style that we’ve been having. But otherwise, it’ll be next Thursday morning. Any any questions or final closing comments before we leave before you go take a break and race out into the classroom? into the school hallways and safe? I’m out of here.
Unknown Speaker 1:32:48
No questions. Just thank you. I mean, I think this has been a pretty good
Unknown Speaker 1:32:53
course. I definitely needed some
Unknown Speaker 1:32:56
vision and structure.
Unknown Speaker 1:33:00
Unknown Speaker 1:33:02
I’m looking for next week.
Unknown Speaker 1:33:04
Yes. like some of the other woman said, people,
Unknown Speaker 1:33:07
yes. I hope so too. And hopefully, you can give them a nudge and say yes, it’s really worth it. I think the more even the more people who come in from your point of view, it’ll help you the more people around you who have some understanding of what you’re doing is just really, really helpful. Whether they come in as on the individual level or the organizational level. I think it’ll just help people out. Yeah, wonderful. Grace. I’m excited to find you you still there or you you got busy with busy with work. Okay, so it looks like he’s hiding behind maybe somebody probably making sure that he speaks to them. So I want to say thank you so very much for joining me, it’s been really an honor to do this. It’s the fact that you guys were there really helped me pull it together, I hope that it will become even better as as the the seasons have impacted influence formula go by. And again, I want to just reiterate that, as a beta student, you will always be welcome in any round of impact and influence. You’re you. You are grandmother’s grandfathered in forever today. So you’re always welcome in any of the classes. So thank you so much, and I look forward to seeing you next Thursday.
Unknown Speaker 1:34:40
Bye. Bye bye
Unknown Speaker 1:34:47
bye, James. Bye funny.
Transcribed by https://otter.ai
Week 6 Audio
You made it to this MILESTONE!