Key Insight #4: Vision Statement as Inspirational Art

What is the purpose of the vision statement in strategic planning?

A vision statement must to be clear in identifying the Ends an organization is seeking, and it should be aesthetically pleasing. I posit that a vision should be as close to art, a true piece of reality based fiction, as the organization can achieve and is comfortable with. Its purpose is to inspire and motivate…to give more than just an intellectual reason for an organization to exist. It’s purpose is to ignite passion!

It reminds me of an artist who must paint, often for reasons unknown beyond a feeling in the heart and an itching in the mind, all they know is that they desire to see their artistic vision become a complete painting, and until they do they will strive to make it happen. It may take 1000 paintings to finally achieve the one they always knew they could create but had to acquire the skills and knowledge, the experience and emotion, and the tools and equipment necessary to make it happen.

Organizations will create the most appropriate, focused and effective mission statements, values, strategies, and tactical actions possible when they have a clear target that inspires passion. Just like the artists who must paint their masterpiece.

Though the vision statement is a part of the philosophical foundations (guiding principles) that guide an organization (these include the mission statement, the vision statement, and the values) it needs to be viewed differently because all of the other elements cascade out beneath it. It is the light that guides. It is the power that inspires. Without a true vision, many call it “true north” or a “north star” because it shows the way, an organization flounders, is unfocused and goes through the motions but is not energized to make a difference. The mission states what you do and who you do it for, it may even cover your purpose, but it does not serve to clarify your inspiration.

John Carver (in Boards That Make a Difference) talks about Ends and Means as a way to clarify good board governance. The Ends are what you are trying to accomplish and the way you go about it are the Means. There are many Means to an End and they can shift and change with the environment and resources. The Ends on the other hand are less likely to change. The reason being that they are the motivation that drives the organization…and by drives the organization I really mean what inspires the individuals who make the organization run and its clients. The Ends are the Vision.

What does this all mean in practice?

It means that a vision statement should do the following things

• Reach for the sky and be just out of reach: In other words make it big enough to change the world, but not unachievable. It should be within the potential capacity of the organization, and the organization should have to stretch itself to get there. Finding this balance will put the organization in the equivalent of what Mihaly Csikzentmihalyi calls “Flow”…an optimum state of creative performance and output that is achieved when you are faced with a challenge that uses all of your abilities and capacities but is not so difficult that it is unachievable.
• Be clear: Identify your true ENDS (what to accomplish that would allow you to pass away honestly and proudly knowing it made a powerful difference?) It must bring to mind specific achievements that can serve as the “north star”/guide posts for decision making. Everything the organization does should be in support of achieving the vision. Mission, values, strategies, and tactics should all be focused on achieving the vision. If they are not, then they act like friction against momentum the organization creates towards the ENDS it hopes to achieve.
• Be aesthetically inspirational: to enhance the power of true ENDS use the power of the creative mind. Art, movies, pictures and stories create aesthetics that engage emotions. Use story telling and the beauty of words to bring the image of your ENDS to mind. Tell how the world will look if you achieve your vision.

Without a powerful vision any organization is lost in the fog, able to move forward but unable to progress because their is nothing to measure that progress against. There is no target.

Key Insight #3: Time, Time, & Time for conversation

To this very day time has consistently been a challenge in facilitation. Whether it was facilitating creative thinking, strategy, problem solving, team building, or just focused conversations time always seems to be in short supply. 

This week I worked with an excellent non-profit organization for 2 hours to start a 4 month strategic planning process. First of all I’m thrilled that they are taking this much time to do the process. Great move on their part because they will be able to collect good information and really think about how they want to move into the future effectively. This is rare…. Second, the meeting we had was 2 hours. Fortunately we cancelled their staff schedule review at the beginning and got right into the work. We did intros, reviewed the agenda and the strategic planning process/calendar and then got into looking at misson, vision, and values. They agreed the mission is fine, generated some good ideas around values and explored visions of the future. We got the work done, at least a draft to start with.

The thing that gets me is that creating values and vision (not an overly complex process) sparks great conversation. Great conversation builds relationship, deepens participants connections with the organization they are a part of, reenforces or challenges their own value systems and desires for the future, and serves to strengthen their work relationships. It’s not the vision or the values that do these things…it’s the conversations around them, and I always want to let the conversations go on just a little longer. Of course if I do I end up jamming all the rest of my activities up at the back end of the session, making the end of the session rushed (or at least feel that way). This back end rushing has been a consistent challenge for me in facilitation for a long time. I always want to do more than there is time for. 

So my lessons from this are:

1. Do more with less. Give the time for conversation but expect there to be a bit more work at another time to tie it all together. 
2. Or set up my agenda and then cut a third of it out so that there is more time for the valuable depth of focused conversations. 
3. Lastly, if you have to get things done in the time allotted be sure to complete the cycle. I have heard many times people complain of other facilitated sessions in which they enjoyed the process but felt like they walked out without something to do or actions to take (no closure or forward motion), it’s important to either acknowledge the value of the conversation as the end product or set the precedent to cut conversation short when time requires and close the loop at the end of the session by providing actions or output.

Time is the challenge. There is never enough to get it all done the best it can be…and some times that pressure is the only thing that gets us to the end at all.

Key Insights #2: The Importance of Inclusion

I have been working with a diversity based co-facilitation/co-mentoring, and co-learning group for a while (www.NorthStarFacilitators.com) and something I’ve learned is that one of the challenges of working with diverse groups is being sure that the under represented people in the room (a.k.a. minority) get a chance to participate fully. To add their value to the conversation.

I witnessed this during my facilitation this evening. A group of 19 women, all highly motivated and successful, met to discuss, create, and clarify their organizational focus goals for 2012. One of these women, a woman of color, conversed in the small groups and did not share the whole evening in the large group. When I finally noted, without calling attention to it, and asked her to respond she shifted behavior. Once I invited her into the large group conversation she began to speak up more, and was encouraged by others. No giant breakthrough. No earth shattering healing of a racist schism. Just a small pulling back of the vale of unconscious oppression that led to someone sharing more of their wisdom with the group…who valued it, but did not consciously suppress it.

A lesson in the importance of inclusion. To hear all voices is truly empowering.

Communication is Everything!

Can you imagine what it would be like without your cell, smart, hyper connected, insatiable energy eating connected monster machine sensing “phone”?

Key Insight #1: Process and Purpose Technical Extension

Key insight #1 talked about balancing facilitated process and purpose (data collection and emotional experience). When I was thinking about this balance I was thinking how I might use process models to help me focus more on purpose. Two models came to mind: 1) ORID (Objective, Reflective, Interpretive, and Decisional), which I discussed in the Key Insight #1 post, and CPS (Creative Problem Solving).

When I create my next agenda I am going to add some columns to my framework so that I can explore the meta, macro, and micro iterations of these two models within the context of the overall facilitation and the specific processes and purposes along the way. Here are the column headings:

Clock Time    Duration     Process/Activity     Purpose     CPS Phase Macro/Micro   ORID Macro/Micro     To do & Equipment

Clock Time states where we are in real time (e.g. Facilitation starts at 9:00 a.m., Intros start at 9:10 a.m.)

Duration states how long each section is expected to be in minutes (e.g. 15 mins, 60 mins, 120 mins, etc…)

Process/Activity states what the group will be doing during that time (e.g. Introducing themselves, brainstorming, etc…)

Purpose states the reason for doing the process/activity: Ideally the purpose will be two fold, both data achieved for problem solving and experience imparted for group cohesion and functionality

CPS Macro/Micro states which part of the Creative Problem Solving model (for details on different models go to CreativityLand)we are in. It works at two levels Macro (in the overall course of the facilitation how far along are we in solving the problem?) and Micro (within each process/activity how much of the model are we using and how far along are we?). For example, during context setting we are in the data gathering/finding stage of CPS and while we are doing that data gathering we may go through the whole process (see that we need data, get data about where to get data, identify exactly what data we need for our challenge, generate as much relevant data as possible, select the most relevant data, strengthen our understanding of that data, put the data into action by moving to the next macro step in the process).

ORID Macro/Micro states which part of the natural brain function cycle we are in (Gathering Objective data, Reflecting on that data as it relates to our experiences and feeling emotions from that, Interpreting the meaning of that data, and taking Decisional action based on the data, our emotions, and our thought process). At the Macro level a whole meeting can be framed this way: we start the meeting be getting the information we need, we move through understanding it as it relates to past experiences and emotions (this helps us frame it better both personally and in relation to the challenge we are trying to address), we think about it, synthesize it, manipulate it and come up with potential solutions which we then evaluate and strengthen, then finally we make a decision about what courses of action we want to take to implement. At the micro level we can see this playing out in each phase; when we are in the initial objective phase and we are looking at what are senses and the facts tell us (empirical evidence) we will see whatever objective data is presented first as objective data, then the participants will relate it to their personal experiences and emotions to connect to it, then they will make sense of it and manipulate the data as necessary to fit it into the overall scheme (which in this case is simply objective data gathering), and finally they will decide if any given piece of data is relevant, useful and worth acting on.

To Do & Equipment states what actions need to be taken and equipment need to be acquired to be prepared for that process/activity and to complete the purpose there of.

This is my standard facilitation agenda process with the inclusion of two new Meta frameworks (CPS and ORID) with which to better understand the psychology and problem solving that underly my processes and purpose.

 

Key Insights #1: Facilitated Purpose and Process

I have recently gotten a lot of work and good friend of mine, Nate Scwhagler, suggested that I capture my key insights from each job. This is the first of those learnings.

Yesterday I started laying out an agenda for an upcoming facilitation. It is strategic development with a touch of visioning around different scenarios for a non-profit. When I lay out my agendas two of my focus areas are process/activity and purpose. Purpose was always an after thought to process/activity. I have always been a very process oriented facilitator so I think about what tool or activity I’m going to use and how the data that comes out of it should flow to the next step. My epiphany last night was that I should focus as much on the purpose of each section as the process. Process has a sequential flow of outcomes, and purpose has a sequential flow of reasons.

For example: in process I go from context setting (why are we here, who’s here, what information do we have), to clarification of the challenge (what exactly are we working on), to working on solutions (idea generation to solve the challenge). Mostly I have thought of these as data sets. The purpose of each of these phases is multiple: the first is related to process, we want to get the information we need to move to the next step and work through our challenge. This first purpose can be considered a rational aim (what is the deliverable of this phase) that is cognitively focused. The second purpose may be considered an experiential aim with an affective (emotional) focus. What is the experience people are having? How do they feel coming out of this section?

Just like the data flow in process, purpose has a natural flow to how experience and emotions happen. One framework for looking at this is ORID (Objective, Reflective, Interpretive, and Decisional), which is a focused conversation technique that takes participants through their natural mental process: first you sense (Objective/What?), then you feel (Reflective/Gut?), then you think (Interpretive/So What?), and then you act (Decisional/Now what?). The purpose embedded in each of these phases might look like; O, get the group to feel comfortable with what they already know and can share; R, get the group to respond and connect on an emotional level through shared past experiences and emotions; I, have the group create together; and D, let the group feel their success as they move towards action.

Complete separation of process and purpose is unnecessary and I would argue almost impossible. However, for me the key insight is to find the balance between data (what the group needs to know to be effective at its task) and feelings (how the group needs to feel to be effective at its task). As a male facilitator I have leaned very heavily on the cognitive and data aspects of my skill set and it has served me well. Recently however I have found a strong need to be more focused on the emotional energy of the participants in order to guide them to their greatest level of achievement.

Check out Key Insight #1 technical extension of more…

 

Six Steps to Sole Proprietorship in Oregon

Ready, Set, Start a Business

I recently started a second business. It’s amazing how much easier it is the second time around. I wish someone had shared this basic information with me when I started, so now I share it with you…in hopes that it will get you on the road to success as fast as possible. Following are 6 steps to get you going:

1. Decide on a name.
2. Search for name availability.
3. Register as a DBA
4. Get your EIN (federal tax number)
5. Open business bank accounts
6. Set up basic advertising

 

Decide on a name.

When deciding on a name it is ideal to put your business in the name (e.g. Jake the Plumber or Super Speedy SEO). It may not always be doable, attractive, or available but it’s super helpful for clients when they are trying to find you via the Internet.

 

Search the name for availability.

Of course a name does no good if someone else already has it. This is true for the Internet and for registering a DBA. So you’ll need to do a search of the state’s Business Registry Database http://egov.sos.state.or.us/br/pkg_web_name_srch_inq.login and for available URL/Domain names http://www.networksolutions.com/whois/index.jsp or http://instantdomainsearch.com/

 

Register the name for ‘Doing Business As’ (DBA): $50

Once you’ve got a name make it official with the State at http://www.filinginoregon.com/

 

Get your federal tax number (EIN)

Then make it official with the Federal government; get your Employer Identification Number (EIN). If you don’t have employees you can just use your social security number, however the EIN is important to have for many business activities.

http://www.irs.gov/businesses/small/article/0,,id=98350,00.html

Open business bank accounts.

I open 3 accounts to get started: 1) A checking account with a debit/credit card for business transactions, 2) A savings account to put taxes aside in, and 3) a credit card to build credit for the business and to make bigger purchases (both for protection and when I need something I don’t have assets for).

 

Set up basic advertising.

You’ll need to promote yourself so a website and business cards are key. If you want something special you can hire a graphic and/or web designer. This can take a lot of time and money, and it’s well worth it if you need it. However, if you just want to get up and running there are some basic resources.

Online is the easiest way for people to find you, no matter what you do, and websites are super easy to set up. For less than $100 per year you can get a website host (the company that puts it up on the net), a URL (domain name such as www.mywebsite.com) and a website wizard that lets you enter your important information into nice looking templates. I use www.GoDaddy.com and suggest shopping around.

In addition, business cards can be made easily with basic inexpensive online templates. Check out www.vistaprint.com for an example (not the cheapest, but effective and easy).

 

With these 6 steps you will be a legal business entity and you will be able to promote yourself so you can go out there and get busy. Once you’re able to start generating income it’s a good idea to fine tune your business and make sure you know all the little details (like the fact that you have to pay 5 different forms of tax in Portland Oregon; federal, state, city, county, and tri-county transportation). The little details can be found by going through the State’s Business Wizard. It’s super helpful and will keep you well informed.

http://www.filinginoregon.com/pages/business_registry/info_center/businesswizard.html

 

Enjoy your business.

Economic Development Clusters and the Creative Economy

I’m beginning to see some great potential.

Across the country creative economy awareness is rising and it’s running smack dab into economic development with industry clusters.

Here in Oregon we have the Oregon Creative Industries (OCI) and the Oregon Business Council’s Cluster Network (OCN). OCI is directly concerned with how to create jobs in/for, and support, the creative industries of Oregon, and OCN is concerned with developing traded sector industry clusters for economic growth. OCI is working hard to define it’s role in all of this, and some of the associated creative industry associations are already doing great work.

My focus for Forward Motion Facilitation and my personal interest in these areas is represented in two ways: providing strategic planning facilitation for Creative Industry Businesses (sometimes pro-bono), and  creative thinking/innovation sessions facilitation for consultants/firms working for Government Transformation and in the areas of economic development that ties into the Industry clusters.

The long term vision is to be a highly knowledgeable expert facilitator in the areas of economic development for the creative industries and a contributing creative in the world of cultural artifacts (music, sculpture, visual design, etc…).

 

Presentation on Creativity & Innovation in Business & Organizations

I recently got an hour to present for the Portland Community College library Brown Bag Lunch series. I spoke at the public library to approximately 30 people about what it means to be a creative/innovative business, how to conceptualize why you might want to be one, how to measure the various elements involved, and ways to improve those elements and the overall ecosystem.

I have attached my powerpoint presentation to this blog. Feel free to look at it and contact me if you want to ask any questions, argue any points, add to it or take away from it. I invite your comments.

Creativity and Innovation in Business presentation

The Modern Renaissance Person

At the most recent Cre8Camp (September 2010) I got to facilitate a conversation about what it means to be a modern renaissance person. Good conversation overall.

We talked about what it meant to be a renaissance man historically, how modern renaissance people differ from the historical model, peoples personal experiences as ‘renaissance’ types in the modern world, what it means and how to enact it. One of the things I find most interesting is that it’s impossible to really be a renaissance person because the renaissance is long past. In another few hundred years they will look back upon our time and see a few geniuses and label them something…but it probably wont be ‘renaissance person’.

The group offered these characteristics of the original renaissance men:

1. They had patrons
2. Multiple or spectrum of talents
3. They spanned what we now define as arts and science
4. Versatility
5. Generalist
6. Uninhibited
7. synthesizer
8. Inventor
9. Outside the box
10. Maverick/renegade
11. Applier

Then the group added these characteristics for the modern ‘renaissance’ person

1. Risk taker
2. Cutting/bleeding edge
3. Culturally curious
4. Visionary
5. Entrepreneur
6. Well connected
7. Specialist in 3 to 4 fields
8. Jack of all trades (variety of box oriented things)
9. Understanding their capacities

After hearing stories from many of the audience members some themes showed up about being a modern creative (possible renaissance type person)

• Corporate structure is detrimental
• Some people are able to get more done and sleep less (this is an advantage)
• We are aggressive learners and like to be constantly stimulated; which is great and dangerous in a world where information is endless and fascinating (both an advantage and a disadvantage simultaneously) and runs the risk of keeping you from ever producing anything because we spend our time learning everything.
• It’s challenging to sell “new” (just learned and good) skills when people expect expertise only from years of experience
• We are able to identify a huge list of things we don’t want to, or can’t, learn
• It’s so easy to dabble in many things how do you differentiate yourself as a skillful modern renaissance person?
• We are largely sole proprietors and entrepreneurs…some by choice and some because there is no other way to function in the world
• It’s challenging to sell yourself when you have a non-traditional skill set mix

The finale of the conversation was determining how to be effective as a modern renaissance person

• Find a balance between intake (learning) and output (creating)
• PASSION is KEY in everything you do
• 2-4 areas of high level specialized skill based on your passion (with the understanding that some skill sets will become obsolete or outdated and may need to be replaced)
• Don’t be too humble…you got to get your stuff (whatever it is) out there for people to see…get a portfolio

In the end I believe that the title is unimportant. What is important is that you CREATE, CREATE, CREATE. Once you have mastered some skills well enough to execute them effectively use them to make stuff. Then cross pollinate your skill sets and make stuff that others haven’t made before.

To all who were involved in the conversation, Thank you. It was most enjoyable.