After having been a student and teacher of how to master ourselves by living a purposeful life and programming our own mind, for the past twenty five years and believing that this is one of the best methods available to help us live a happy and successful life, finding ‘Releasing’ (or did Releasing find me?) has opened possibilities I thought never existed.
Sometimes opportunities find us when we welcome them. And perhaps it was one such serendipitous moment when my guru Omar Khan, who helped me find purpose and live purposefully about 25-years ago, offered to conduct the ‘Releasing Discovery’ workshop. Releasing, also presented under the rubric of The Sedona Method (same methodology with a different presenter), has been hailed by people like Jack Canfield and Mark Victor Hansen, was showcased in the best-selling The Secret, has been the subject of numerous testimonials from leading authorities like Dr. David Hawkins, Michael Singer and others in terms of being an exemplar of “inside out” breakthroughs. Continue reading “Purposeful Living through Releasing – Purpose of Living – Part 32”→
It is fascinating how we continue to look for the right answer. Perhaps it is because of schooling systems which expects us to know the ‘right answer’ in order to pass examinations. Perhaps it is because of interviews panels that expect us to know the right answers in order to qualify for a job. Perhaps it is because of management who expects us to make the right decisions to business problems.
But what is a ‘Right Answer’? Who decides its right? By what standards do we decide it is right? Who sets these standards? People come from different backgrounds, education, experiences, cultures, mind-sets etc. The variables are almost infinite. Therefore we are all unique and we see, hear, feel, smell and taste things differently. Furthermore each situation is different. Each situation is a collection of places, time of the year, people, infrastructure, concepts, brands, climate, culture etc. Again the variables are infinite.
In my blog post on the 7th of May 2014 titled ‘How great is your team?’ I promised to go into details of the 11 different aspects that make a great team. The first eight aspects regarding ‘Burning Platforms’, ‘Team alignment around critical goals’, ‘Clearly agreed way of working?’ ‘A great decision making process’, ‘Information flow is encouraged’, ‘Great leaders don’t mince their words’, ‘Positive Crisis’ and ‘ Great Conversations’ have already been posted in this blog. Here is the ninth installment; ‘Radical Action Conversation’.
Radical Action Conversations are authentic. They go beneath the surface and deals with ‘adaptive’ issues that hinders real execution. Such conversations deals with engagement issues, honesty issues, relationship issues etc. that people may generally try to avoid to maintain false harmony. It encourages team members to be in ‘Adult’ mode rather than ‘Parent’ or ‘Child’ mode as described in ‘Transactional Analysis’. Such conversations are about identifying and dealing with assumptions team members make in their decisions, prejudices, actions, relationships etc.
Consider this. Your organization is working on a product launch that requires coordination between planning, manufacturing, marketing, sales, legal, finance and supply chain teams. The project is running late and at the current speed the launch could be delayed by more than 2 months. This can give a major advantage to the competitors who are working on a similar product to meet the same need of the customer.
The discussions at the management meetings are very technical. They speaks about the delay in finding the right raw materiel, delay in gearing up distributors and delay in configuring machines in the factory. The team discusses this and decides on some steps to speed up, but the situation is the same at the next meeting. The team resorts to unproductive conversations such as fake, dormant and aggressive conversations to avoid facing the real issues. See my blog post ‘Great Conversations’ for more details of unproductive conversations.
This becomes a radical conversation when the team starts talking about the adaptive aspects such as the trust issues between the marketing and sales manager, the integrity concerns of the supply chain manager and the competency concerns of the factory manager. The team starts focusing on facts, when the focus changes to transforming rather than debating reality, when there is willingness to challenge and explore assumptions, when tough decisions are made based on these conversations and when clarity of accountabilities and commitments are achieved. Discussions at future meetings focus on tracking actions decided, agreeing on course corrections required and ensuring execution with both discipline and speed.
Such Radical Action Conversations will see relationships growing rather than cliques being fostered and team capability clearly growing through the engagement. Radical Action Conversations requires skill and courage and it takes a lot of effort to develop team with this capability. However this is not just useful but essential for a great team!
Remember the last time you were engrossed in a conversation? Conversation where real issues were discussed! Conversations that were authentic! Conversations that were value adding! Conversations that made time stand still! Conversations that made things happen! Conversations that got continued! These are the conversations that make great teams.
In my blog post on the 7th of May 2014 titled ‘How Great is Your Team?’ I promised to go into details of the 11 different aspects that make a great team. The first seven aspects regarding ‘Burning Platforms’, ‘Team Alignment Around Critical Goals’, ‘Does your Team have Clearly Agreed way of Working?’ ‘A Great Decision-Making Process for a Great Team’, ‘Information Flow is Encouraged’, ‘Great Leaders don’t Mince their Words’ and ‘Positive Crisis’ have already been posted in this blog. Here is the 8th installment regarding the 8th aspect; ‘Great Conversation’.