Personal Development

This simple communication tool had a huge impact on our project management.

I took for granted that our team was working towards the same vision, that we were aligned, and that we had a clear understanding of what constituted success.I was only partly right.  Here are some of the things we did to fix it.

Perception Changes With Focus.

The timeframe someone focuses on tells a lot about that person's level in a company. For example, people producing work tend to focus on what they're doing that day or week. Managers have a slightly longer timeframe, and may be looking at monthly production. Some executives are looking at the next year or two; while the CEO is often looking much further out than that.

On a generic level, it is easy to think about the future. On the other hand, for someone working on the day-to-day operational details, it's much harder to figure-out how to go from where we are to even the very next step.

Alignment Is a Key to Momentum and Progress.

Aligning vision, strategy, and tactics is important to make sure that
what we're doing now supports our ultimate goal and moves us in the
right direction. Consequently, one of the goals of the planning exercise is to create a clear path so each person understands what they're doing, and how what they're doing up takes us closer to our ultimate goal.

A Quick Look Backwards.

One of the ways we have done this is to talk about some of the past iterations of technologies that we've gone through.  Doing this helps reinforce how much progress we've already made, as well as to recognize which things really marked the ending of one phase – or the beginning of another.

Looking back, we identified seven major phases of technology. We agreed to call what we're currently doing version 7.0. We also agreed on which features and functions would constitute version 8.0. In other words, here is where we are … And here is where we want to be.

A Clear Path Forwards.

Then, we identified five stages to get from here to there. The first stage will take about one month, and we're calling it version 7.1. The key is that the team understands that 7.1 Is an important milestone on the path towards a bigger goal. However, it's specific, measurable, and actionable. Each person understands what they have to do, and what the project plan looks like to get from here to there.

Accepting the Journey.

We talked about why version 7.1 was an important step for us. We discussed what it will entail, and how we will know that it's complete. Then we had each person sign the sheet indicating that they agreed with and accepted these specifications.

It sounds silly, but getting people to sign the sheet that documented a complete understanding of "who, what, when, where, and why" was important and freeing. It unlocked each person's unique abilities and gave them a clear path forward.

Think about an area in your business or personal life that could use a little more transparency, clarity and unconditional agreement. Perhaps this simple tool can make it better?

Hope that helps.

This simple communication tool had a huge impact on our project management.

I took for granted that our team was working towards the same vision, that we were aligned, and that we had a clear understanding of what constituted success.I was only partly right.  Here are some of the things we did to fix it.

Perception Changes With Focus.

The timeframe someone focuses on tells a lot about that person's level in a company. For example, people producing work tend to focus on what they're doing that day or week. Managers have a slightly longer timeframe, and may be looking at monthly production. Some executives are looking at the next year or two; while the CEO is often looking much further out than that.

On a generic level, it is easy to think about the future. On the other hand, for someone working on the day-to-day operational details, it's much harder to figure-out how to go from where we are to even the very next step.

Alignment Is a Key to Momentum and Progress.

Aligning vision, strategy, and tactics is important to make sure that
what we're doing now supports our ultimate goal and moves us in the
right direction. Consequently, one of the goals of the planning exercise is to create a clear path so each person understands what they're doing, and how what they're doing up takes us closer to our ultimate goal.

A Quick Look Backwards.

One of the ways we have done this is to talk about some of the past iterations of technologies that we've gone through.  Doing this helps reinforce how much progress we've already made, as well as to recognize which things really marked the ending of one phase – or the beginning of another.

Looking back, we identified seven major phases of technology. We agreed to call what we're currently doing version 7.0. We also agreed on which features and functions would constitute version 8.0. In other words, here is where we are … And here is where we want to be.

A Clear Path Forwards.

Then, we identified five stages to get from here to there. The first stage will take about one month, and we're calling it version 7.1. The key is that the team understands that 7.1 Is an important milestone on the path towards a bigger goal. However, it's specific, measurable, and actionable. Each person understands what they have to do, and what the project plan looks like to get from here to there.

Accepting the Journey.

We talked about why version 7.1 was an important step for us. We discussed what it will entail, and how we will know that it's complete. Then we had each person sign the sheet indicating that they agreed with and accepted these specifications.

It sounds silly, but getting people to sign the sheet that documented a complete understanding of "who, what, when, where, and why" was important and freeing. It unlocked each person's unique abilities and gave them a clear path forward.

Think about an area in your business or personal life that could use a little more transparency, clarity and unconditional agreement. Perhaps this simple tool can make it better?

Hope that helps.

Over the years, I've used a number of different assessment tests on
myself and our team. It's a great way to help people better understand
a each other and the different forms of communication and problem solving styles we use.

Here are several of the tests that have proven themselves time and again:

1. Kolbe: measures a person's instinctive method of operation, and identifies the ways they will be most productive.
2. Myers-Briggs: identifies personality styles and temperaments.
3. StrengthsFinder: helps people uncover their talents, so they can do more of those things each day.

Recently Janine de Nysschen from whytelligence introduced me to a new tool.  She helps people perform better by getting them to understand the "Why" and "How" patterns driving them. Janine believes every person has a core sense of purpose that drives their beliefs and behavior, and a logic pattern that is hard-wired into how they think and decide.

The whytelligence process helps people discover their distinct purpose, and shows them how embracing and leveraging that can help them thrive and succeed with less effort or resistance.

What Can You Learn from whytelligence?

Janine's starting point was clarifying "Why" I do things. She
identified that I like to help people see what's real (though often hidden), and then show
them how that truth about themselves or what they are doing can help
them. During her next step in the process, here is how she described my "How" pattern:

• First, you confront positions. You listen, you observe, but then you question and you challenge.
• Second, you re-frame the thinking. Most of the time, you do this using stories or metaphors; but sometimes you use practical experiences too.
• Third, you reveal the new paradigm. You get people to re-state their positions in light of what you have helped them understand.
• Fourth, you help people put it into practice. You find opportunities or tell them about options for them to use their new paradigms, knowledge, and experience.
• Finally, you measure response.  You will try the applied intelligence, the new technique, or better way – but they have to produce a certain level of value and give you the sense of peace, fulfillment, success, etc. … or it's back to the drawing board.

If you know me, then you probably recognize that pattern.  After she pointed it out to me, I recognize that I use it often in my business and personal dealings.  It is how I argue, and how I help people. As a coaching point, Janine points out that my first step often is to confront; and that by becoming aware of it, I can soften its delivery for greater impact.

This How pattern also defines my work.  In many respects, my job is to decode the logic moving the markets, and to translate that into easy to follow trading systems. This makes sense and is a great fit given my Why and How patterns.

However, Janine then asked if I ever get so focused on finding the right tool or technique to get to a better solution, that I sometimes I forget to look for an endpoint? If you know me, then you probably recognize that pattern too. 

Awareness Is the First Step of the Next Step.

In other words, the How pattern can become such a powerful habit, that sometimes it runs by itself.  That's interesting information to know. Consequently, recognizing that it is running is important … as are the questions: 'Does it need improvement?' and 'Would breaking-out of it serve you better'?

And in keeping with my pattern,
it made me think a little bit deeper. In a sense, knowing about your pattern shows you how and why you get what you tend to get.
However, if you want to get different results, then you need to change, or perhaps transcend, your habitual patterns in a way that lets you get better results.

Knowing your Why and How patterns can be a great first step towards making those changes happen.

For More Info:

• Here is a link to another article about whytelligence called "Discover the How to Your Why".