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Wisdom I Learned from an Ojibwe Leader about Success

On a frigid December day in northern Minnesota, I was facilitating a strategic planning retreat for the Leech Lake Band of Ojibwe. More than 75 people from different departments within the tribal government were meeting in small groups in the ballroom of one of their casino enterprises. I was introducing elements of the strategic planning process, step-by-step, and the participants were storyboarding their input on flipcharts at their tables. Many of the participants had never been asked to participate in a strategic planning process like this before, so part of my time was spent teaching and coaching about the different elements.

Tree of Organizational Success

Tree of Organizational Success

Two hours into the morning of the first day, Vicki, a leader from their Education Department, came up to me on a break and shared a metaphor of the tree, relating it to the strategic planning process. It described perfectly the significance of each element of the process and how each is related energetically and how all are connected to the whole system.

That night I captured her thoughts in the graphic shown, “The Tree of Organizational Success.” That tree became our guide for the next several days of our process. People got it! Since that day, I have continued to use it as a tool to guide groups in their strategic planning processes. Here’s the essence of what she shared with me.

Seed = Purpose: Every tree begins with a seed. The tree exists within the seed. Each seed has a specific, unique purpose. A pine-cone seed can grow up to be only a pine tree. An acorn can grow up to be only an oak tree. An apple seed can grow up to be only an apple tree. Every organization has a unique core purpose for how to serve the world. This is “the big why?”— the reason the organization was started in the first place—beyond just making money.

Roots = Values: With the right amount of sun, water and minerals from the earth, the seed begins to sprout roots. Roots help to nourish the tree by drawing water and minerals up from the soil. They also help to stabilize the tree against external forces like wind and floods. Roots also stabilize the tree within the surrounding soil, which can become weak from erosion. Roots are invisible to the eye, but they serve the tree in several other important ways. The deeper and wider the root system, the more nourishment the tree will receive. Roots represent the core values and culture in an organization. They are what your organization stands for. They are your legacy. The more widespread and deeply embedded your core values, the more likely it is that your organization will stand the test of time.

Trunk = Spirit / Life-force Energy = Mission and Vision: When the tree’s roots spread out and deepen enough, the tree begins to sprout and break through the surface of the earth. It first becomes visible as a delicate sprout that eventually forms the trunk. As the tree grows tall for all to see, its life-force energy and spirit becomes evident. The trunk of the tree is analogous to the mission and vision of an organization. Everyone can see and experience the magnitude of its energy and presence. The mission and vision are the life-force, or spirit, of the organization. Many will be prospered, served and inspired during the life of the organization.

Branches = Departments and Goals Set: Branches bud and spread out from the trunk in all directions. These branches will support the foliage and fruit that will come. The greater the reach of the branches and canopy, the more fruit the tree is capable of producing. It soon begins serving animals and insects—providing shade, food and refuge.The branches symbolize the various departments and the multiple goals of the organization. The loftier the goals set throughout your organization, the greater the potential for organizational and personal achievement.

Fruit = Success and Goals Achieved: As fall approaches, the world begins to see apples form on an apple tree. You—and the world—can now see how plentiful the harvest will become, weather and critters permitting. The fruits of your labor are becoming visible. The fruit harvest represents goals achieved, success manifested. A bountiful harvest serves your customers, employees and vendors.

I love the simplicity and organic perspective that I received from my student (and teacher), Vicki, that day.

Enjoy growing your bountiful tree of organizational success.

Much success and fulfillment,

Ray

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(Adapted from the Introduction of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

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How to Assess the Success of Your Organization in 10 Minutes

Before you begin your 2016 strategic planning process, take this quick and easy assessment. The Circle of Success is a simple assessment tool that will enable you and your employees to see at a glance the “flat spots” in your organization as well as the areas in which you are maximizing your potential. I consider it an organizational medicine wheel.

Circle of Success

Circle of Success Assessment Tool

I have been using this simple, yet revealing strategic planning tool for many years when I work with the organizations I serve. It provides leaders, like you, with a quick visual assessment of many of the ingredients that generate success and profitability in organizations. It’s also a remarkable, engaging teambuilding exercise. Here’s how it works:

  1. You’ll notice that there are four quadrants in this wheel: (1) Planning; (2) Staffing; (3) Teambuilding; (4) Processes. Each quadrant has 4-sectors, or focus areas, (in which to invest energy and resources)—a total of 16 focus areas to assess.
  2. Superimposed on the Circle of Success is a horizontal scale identified by 10 concentric circles with zero (“0”) in the center and “10” on the outer circumference.
  3. Here’s how it works: First, decide what you want to assess—the organization as a whole or any individual department you choose. Invite your leaders to do the same to see how your collective points-of-view align or differ.
  4. Now it’s time to score how you think/feel your organization is doing. The scoring works like this: Zero (“0”) is the lowest score and indicates that your organization or department is performing poorly in that particular area. Ten (“10”) means your organization or department is functioning in an exemplary manner in that particular area and couldn’t do better if you tried.
  5. Score each sector separately by asking yourself, “At this point in time, how well has our organization (or department) defined, communicated and performed in this particular area?” (As a first step, you can score each sector on the matrix shown on the following page if you desire.) For each sector, put an “X” on the scale in the center of the wedge you are scoring.
  6. When you have scored all 16 sectors, connect the dots. (See the example below)

Circle of Success Example 2014-06-26

Example of completed Circle of Success Assessment

  1. Now look at the “wheel” of connected dots you have just created. Would the “wheel” roll? Do you happen to see any interesting shapes? (Similar to looking for shapes in cloud formations, some of my perceptive clients have enjoyed identifying shapes resembling birds, bells, and other outrageous images. Have fun with it!)
  2. Compare your wheel with others who have joined you in doing this exercise. Discuss the similarities and differences.
  3. Now identify low, “flat spots” on the wheel that need attention. These are notable areas in which to set goals and invest resources, maximizing your potential by bringing those areas back into alignment and balance.
  4. Use this tool at least quarterly to see how well your organization (or department) is progressing. There will always be new sectors of your organization that need attention because organizations are living, breathing organisms constantly ebbing, flowing, and morphing.

It’s your turn now. Give it a try. I think you’ll like its simplicity and effectiveness. (Download your free Circle of Success Assessment Guide.)

Much success and fulfillment,

Ray

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(Adapted from Chapter 1 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

To download a free Circle of Success Assessment Guide go to www.EnergizeYourBusiness.biz .

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Goal-Setting the SMART WAY in 2016

Football Goal“Goals provide the energy source that powers our lives. One of the best ways we can get the most from the energy we have is to focus it. That is what goals can do for us; concentrate our energy.”

~Dennis Waitley, author of Seeds of Greatness

“Goals provide the energy source that powers our lives.”

As I am sitting here reflecting on successes during this past year and projecting possibilities for 2016, I am reminded how goals give us greater clarity and direction for living more joyful, fulfilling, and meaningful lives.

Here’s a little guidance about setting goals the really S.M.A.R.T. W.A. Y. Make them…

  • Specific (not too vague),
  • Measureable (so you know the progress you’re making),
  • Attainable (but a definite stretch),
  • Relevant (in alignment with your purpose, values, mission and vision), and…
  • Time-bound (scheduled milestones). It is also important that you have them be…
  • Written (this makes them more solid), and build in…
  • Accountability (hence the need for individual development plans for your employees) and, finally, have a strong…
  • Yearning to achieve them (never underestimate the power of enthusiasm).

Lofty goals can be both inspiring and daunting at the same time. With that in mind, you’ve probably heard the question, “How do you eat an elephant?” And you probably remember the answer: “One bite at a time!” This is exactly how you can help reduce the overwhelmed feeling people may experience as they begin to tackle “big, hairy, audacious goals” (BHAG’s), an acronym created by Jim Collins and Jerry Porras in their book, Built to Last.

17-CH08-Fig07-P105-MM G-O-S-TTo reduce overwhelm and procrastination, large goals need to be broken down into smaller, “bite-sized” milestones in order to get a better understanding of what it will take to achieve them. These milestones are sometimes referred to as objectives, strategies and tactics. A goal can be segmented into objectives, objectives segmented into strategies, and strategies segmented into tactics—in a cascading effect, ranging from larger to smaller segments. This is similar to a stream cascading down a mountain. With each subsequent segment, the goal becomes more refined, more clear, and more specific.

Think of goals more as a process than as a destination. People grow and become stronger as they stretch toward goals. The bigger and more hairy (difficult or complex) the goal, the greater is the potential for growth and transformation, so long as it doesn’t cause people to feel too overwhelmed.

“Think of goals more as a process than as a destination.”

Enjoy this dynamic, effective goal-setting process for jumping to lightspeed in 2016… and feel the force!

Much success and fulfillment,

Ray

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(Adapted from Chapter 8 of my new book Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process. Read free chapters and learn more at www.EnergizeYourBusiness.biz  )

 

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Trust the Force—Work-force, that Is

NASA Hubble-Barred Spiral GalaxyUse your next strategic plan as a vehicle to build trust with your workforce.

Instead of feeling the burden of thinking you have to do it alone, ignite the enthusiasm and passion (the Force) in your employees by involving them in making the new strategic plan come alive.

The more you involve people in its implementation, the greater will be their enthusiastic buy-in and support for the plan–and trust in the direction of the organization.

5 ways to build trust by engaging employees in the strategic planning process 

  1. Involve ALL employees in the process, from the CEO to the frontline –Give everyone the opportunity to share ideas, knowing that all ideas will be considered. This is a skillful way to tap into the vast knowledge and experience that is frequently underutilized in organizations. Allow this collaborative process to be like an artist molding a clay sculpture of the desired future state of your organization. Involving them demonstrates your trust in their ideas.
  2. Encourage your managers to create individual development plans for everyone in the organization – Assign every employee at least one goal to work actively toward achieving. Let everyone have a piece of the puzzle so they can feel a sense of pride and ownership in the success of the organization’s new direction. Allow them to feel a sense of meaning and belonging to something bigger than themselves. Assigning them to a goal demonstrates your trust in their abilities.
  3. Create Declarations of Understanding (DOUs) –List the behaviors that will constitute a sense of support and co-operation among employees—the ways in which they can count on each other. Clarify in writing your desires and expectations regarding your direct reports, and let them reciprocate by sharing their desires and expectations of you. Then, encourage your direct reports to do the same with their direct reports, thus creating a cascading effect throughout the organization. The DOUs help to clarify decision-making authority, solidify boundaries, and minimize unpleasant or awkward “surprises” at employee performance review time. This open dialogue builds mutual understanding and trust.
  4. Keep the plan alive by establishing a team of “Eagles” –A proficient way to keep people engaged is to establish an Eagle Team (or Steering Committee) whose sole purpose is to keep the high watch and continually infuse energy into implementing the plan. This team keeps track of progress and adjusts the plan when new, unforeseen developments arise, recommending mid-course corrections to executive leadership. When building your Eagle Team, assign high-performing employees (“Eagles”) from different levels and functional areas of your organization—and be sure to inform each team member that this special assignment is an honor and privilege. Remember to listen to what those on your team suggest, and act on as many ideas as possible. Failure to follow through could jeopardize the entire collaborative process and undermine trust. Implementing their recommendations demonstrates your trust in their judgment.
  5. Provide transparent, consistent, and frequent communication – Create a systematic communication plan for sharing progress toward the organization’s vision, strategies, and goals. Report milestones achieved and express appreciation for the efforts of all your team members. Be candid in your communications and seek input for improvements from employees at every level within the company, and listen intently to the feedback you receive. After all the energy you will have invested, the last thing you want them to say is, “Why did I bother? They didn’t do anything with my ideas anyway!” The absence of communication will lead you to the “Dark Side” (rumors). The rumor mill is quite efficient but is seldom accurate and constructive. Candid, timely communication builds a culture of trust.

In what other ways do you “trust the Force” (workforce)?

Much success and fulfillment,

Ray

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(Adapted from Chapter 10 of Energize Your Business: Engage Your Employees with an Inspiring Strategic Planning Process by Ray Madaghiele.

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