Tag Archives: values

Lindsay’s In Business: PART 50: All change

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

Just on my way back from a one week trip to London – wow. It seems like everything is changing so fast!

Great response from a conference on Monday and Tuesday.  Wednesday morning’s intro meeting with a Strategy Implementation consultancy was very positive.  My new Director was able to join – I think it really gave him some confidence. The next steps agreed were:

  • let’s run a Quick Scan with his team
  • let’s produce a one-pager to share with a current client.

On Thursday, the leader of the conference I’d attended on Monday (who also runs a consultancy) got in contact to say he’d approached one of his clients who is potentially interested in running Mirror Mirror across multiple teams.

Both consultancies were talking about delivering the whole customer facing process themselves. This means we would effectively then just ‘license’ the use of Mirror Mirror. Taking on that business model – to sell licenses and mainly, or fully, work with consultancies to deliver – has a number of refreshing advantages. It isn’t a million miles from the way we’d been thinking before, but if we move away from being consultants ourselves and can scale up that way, it makes our job much more focused, lean, and simple.

Then to top it all off, Friday, a Head of Comms in an international European organization sent me a meeting request.  That wasn’t unexpected, but it felt new.  Normally I’m the one doing the polite chasing – but here we are – I’m being chased! It felt like we were on a whole new flow.

But back to the license-sales model.  Thinking more on that, immediately, 2 new priorities go straight to the top:

  1. We need to train the trainer – to get that design and content ready – not too difficult.
  2. We need to upgrade our software – the black box that could now be our main revenue stream – needs to upgrade. That’s a major cost and I’ve got some ideas about the funding for that.

Now, instead of losing sleep because I’m worried about the future of the business, I’m losing sleep because my mind is whirring with excitement about the future of the business!

And new challenges come up with every new era. With two new team members joining, how to strike a deal with them that balances an offer of ownership / revenue shares with what they will provide in return, and that is also fair to the two of us who have already been working at this for 2 years. Tricky stuff.  The answer isn’t obvious and I discuss it 1-1 with each team member.

With the new wave of confidence being generated by all of this good news, I pick up hints of guardedness among what the other three may be ok with in a new configuration of arrangements that I haven’t felt before in the business. I realise that I’m feeling nervous about handling this issue properly. I’m not great with interpersonal conflict and fear this topic may jeopardise the goodwill and harmony we need to move forward as a team of four.

But I have to pick myself up and get out of fear-mode. I can’t solve this immediately and there must be a good solution at hand.  Relax – this is inevitable.  My goal is to be transparent with all four of us so that we understand and are happy with the various arrangements among us. The skill now is to mediate towards that understanding and come up with something that has been properly thought through instead of acting impulsively.

Then it crosses my mind that maybe I am being completely naïve – maybe it won’t be possible to find a win-win for all.  Was transparency a mistake here? I hadn’t even considered NOT being transparent because the values of the business are grounded in openness, respect, and inclusivity.

But I’ll press on with finding a solution that fits. I don’t want to lose anyone and I want those values to be real.

 

Mirror Mirroris a proprietary organizational effectiveness process. It is the quickest and most cost-efficient way to accelerate shared understanding and ownership within teams as a means of improving strategy implementation.

Your story, our platform: If you’ve got a story and would like to share it with other Femflectors, please let us know. Femflection is all about transferring learnings to help others, be they big or subtle. We want to connect with your feelings, your learnings, your reflections or your hopes for the future – in blog or interview format. Express yourself here. Get in touch with us via anja.uitdehaag@femflection.com

For more content visit our website http://www.femflection.com

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Lindsay’s In Business: PART 43: On values

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What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds… 

For a long time, I’ve had my doubts about ‘values’.

  • In terms of behaviours, don’t people use different values under different circumstances?
  • How can an organization say they want people to ‘take on’ certain values when we all have our own?
  • How do values relate to personality?

I was interested in this because of the design of Mirror Mirror. Was I missing something?

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Are you living the life you want or submitting to the directives, aspirations and advice that others impose on you?

 

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From the moment we are born we develop both our motives and values. Motives are deep-seated non-conscious desires and are the things that we enjoy doing. Values develop through social conditioning – home, school, religion, work, friends etc. Values are what we feel are important; the things we should do.

David McClelland’s theory on human motivation states that in normal, healthy human beings there are 3 social motives and values that describe the widest range of behaviors; achievement, affiliation and power. Achievement is a concern for achieving a standard of excellence that the individual sets for him/herself. Often people with a dominant achievement motive strive for mastery and expertise in their chosen field. Affiliation is concerned with having positive relationships for the sake of the relationship (and not in service of something else). Individuals with a dominant affiliation motive invest in a few, deep relationships and often have strong reactions towards others – they are clear whom they like and dislike. They prefer environments that are convivial and foster friendship. The power motive is a concern to have influence and impact on others. People with a dominant power motive like to have an audience and visibility. They are often good networkers.

There is no ‘right’ motive profile that determines success; we are all different.   The key to our success lies in understanding what drives our behavior in various situations; this is a combination of our motives and our values (what we believe is important at the time) and the conditions that we find ourselves in. Defining personal success is a journey of self-discovery; you need to figure out what is your true purpose, what you are passionate about, what you enjoy and find ways at work to satisfy that need.   You must to listen to your inner voice rather than be influenced by others so that you can lead a fulfilling life and not feel regret when you retire because you did not follow your heart.

Learning suggestions:

  • Take some time to determine what your motives are. There are several ways to do this:
  1. You can work with work with a coach who is accredited to help you uncover your motives and values. Usually, he/she will recommend that you take a survey to more accurately diagnose your dominant drivers since we are often not conscious of what these are.
  2. Assess your behavior patterns over time; whilst the specific circumstances may vary you look for opportunities to satisfy your motives. For example, do you always put your hand up when there is a challenging or complex problem to solve or project to run? Do you like to learn new things or deepen your knowledge in a certain area? Do you love taking the floor and entertaining people?   These patterns will be related to your underlying motives.
  3. Consider what you do in your spare time when you are free to choose. For example, do you like to spend time with close friends or family? Are you learning a new skill? Do you chair a group? Again, this will indicate your dominant motive.
  4. Get feedback from the people who know you well about what they see in your behavior.
  • Do some reflection on your life story so far. What was it like growing up? How have events shaped you? What lessons have you learned? What does that mean for how you want to live your life?

Determine what your purpose is. This should come out of your motives and values and be a guiding light in terms of what you want to achieve and how you define success.

Your story, our platform: If you’ve got a story and would like to share it with other Femflectors, please let us know. Femflection is all about transferring learnings to help others, be they big or subtle. We want to connect with your feelings, your learnings, your reflections or your hopes for the future – in blog or interview format. Express yourself here. Get in touch with us via anja.uitdehaag@femflection.com

For more content visit our website http://www.femflection.com

HAPPY NEW YEAR!

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A New Year is like a blank book and the pen is in your hands. It is your chance to write a beautiful story for yourself.

Make your life choices based on your own wants, beliefs, and values. Don’t live your life based on the expectations of those around you and the prescriptions you acquired in your past.

When you live a life that you cherish, everything around you holds more meaning. You are likely to be kinder, more considerate, and more understanding of others and their paths in life.

Believe in yourself, follow your passions and live your dreams! With courage, faith and great effort, you shall achieve everything you desire.

Wishing you good health, happiness and success in the coming year and always.

Happy New Year!

Your story, our platform: If you’ve got a story and would like to share it with other Femflectors, please let us know. Femflection is all about transferring learnings to help others, be they big or subtle. We want to connect with your feelings, your learnings, your reflections or your hopes for the future – in blog or interview format. Express yourself here. Get in touch with us via anja.uitdehaag@femflection.com

For more content visit our website http://www.femflection.com

 

Are you living the life you want?

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By: Anja Uitdehaag

Some people know from an early age exactly what they want to be when they are adults — and how they can get there.

Others just drift along and let life happen to them. They have no specific objective in life; beyond the vague notion that they want to be happy.

Such a person will drift from one day to the next, without any sense of purpose or direction.

How much time do you spend thinking about the things you’re going to do one day? Do you initiate things in your life or do you just react? Do you feel that life is slipping by quicker than you would like? Have you ever experienced that restless, anxious feeling and weren’t sure what to do about it?

Every single one of us needs meaning!

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Man, I feel like a Woman

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By: Joan van den Brink

Eleanor Roosevelt was the wife of President, Franklin Delano Roosevelt and a stateswoman in her own right. She was a strong-minded and courageous leader who followed her ‘True North’ to campaign for and champion causes that transformed the lives of many disadvantaged Americans.  Once her husband’s political career took off she blossomed as an independent thinker and became a strong advocate for social reform to better the lives of the underprivileged.  She revolutionized the role of First Lady by constantly acting in ways that were new to the position: holding regular press conferences, writing a daily newspaper column, publishing books and articles, travelling the nation on speaking tours, chairing national conferences in the White House, addressing national conventions of social reform organizations, giving a keynote address at her party’s presidential convention, representing her nation abroad, travelling battlefields, and directing a government agency.  She played a critical role in the creation of the Universal Declaration of Human Rights by skillfully creating an atmosphere that permitted the blending of ideas and norms of different cultures together into a document that nations around the globe could assent to while marshaling U.S. support for swift passage of the declaration.   In short, she was an authentic leader.

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Learning To Learn About Diversity

by Anja Uitdehaag

“Diversity isn’t just sound social policy – diversity is the engine of invention. It generates creativity that enriches the world.” – Justin Trudeau

I very much like the way the University of Maryland defines “diversity”:

“Diversity is “otherness”, or those human qualities that are different from our own and outside the groups to which we belong, yet are present in other individuals and groups.”

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