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Atricle Dump - The Vision Story; Step One of a Successful Change Initiative
Have you ever thought about how your retail organization handles the distribution and record keeping for its mechanical keys? If you have, what did you conclude? That the current system is a cornerstone of your security program or a liability? If you’re like most, you might have reached the decision that it was just too stressful to think about and simply stopped thinking about it.Whether you have hundreds or thousands of stores – the issue of key control MUST be addressed or it will likely impair the effectiveness of all your other security operations.Where do you start?By reading this far you already have started. Now let’s take it to the
Steve Denning, author of ‘Squirrel Inc.’ knows from his experience at World Bank that “people are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.” By making your story overwhelmingly positive, with the problem right up in the foreground, you’re presenting yourself as a protagonist in the narrative of the company as a whole. The biggest mistake storyteller’s make? Spelling out the lesson. The take-away should ONLY BE IMPLIED. Trust the listener to their own deductions.<
As much as billers don't want to think about it, software for medical billing is not perfect. There are going to be problems, sometimes lots of them. In the next series of articles, which will cover a number of critical areas of the DME software system, we will go over the most common problems that you will run into when operating your DME medical billing system. In this particular installment, we're going to just give a brief overview of the areas that will be covered in more detail.The first part of the system where you are going to run into problems is the actual installation and running of the software itself. Even though manufacturers try to make so
The disruptive changes of the new economy requires something different. Change can no longer be imposed, it must be facilitated. A strategy has emerged that persuasively delivers the content of dry analysis, linking it together into a compelling illustration of your goals for the future; Storytelling.
Why this tactic? Persuading people to act in unfamiliar and uncomfortable ways as they navigate through the transformation you require has become the centerpiece of business activity today. Jobs, if they weren’t eliminated, are condensed. As a leader, you are faced with the task of making your point succinctly in minutes, not days. The content of your message must be replayed in the recipients and retold to others. Successful change relies on a work culture aligned with your mission, and armed with enough enthusiasm and clarity to influence each other in your absence.
The Purpose
The purpose of any story in business development is to establish trust between you and the listener. Your subordinates want to trust your abilities and plan. They want to make the organization “happen,” as much as you do. But to be reliable enough to garner their support, your method must emerge from a creative process that you can understand intuitively, and foster the respectful collaboration of whole, complex people. Gary Morris, CMO of Marketing Advocate, in Centerville, MA said it best: “Context is the key to adoption. Only authentic trust accrues into a predisposition to try anything, whether it’s a new product or a new idea.”
Your Cathedral
This new tool will take you beyond your comfort zone, into ambiguity. Allow me to provide some structure to your evolution as a storyteller. Your story must take listeners from where they are now to where they need to be, with enough comfort and focus on your vision of the future.
The Vision Story takes some courage, says Annette Simmons in her book, ‘The Story Factor.’ Its purpose is to “shrink today’s frustration in light of the promise of tomorrow.” The process for change and perspective should be modeled in the story, as in the bricklayer’s parable: all three construction works are doing the same job, but when asked, one says, ‘I’m laying bricks.’ The second says, ‘I’m building a wall.’ And the third says, ‘I’m building a cathedral.” Your focal point has to include affirmation of the process in all three jobs, while guiding their thinking and activities toward the vision of the completed cathedral.
Empowering the Listener
Empowering the listener to visualize the transformation needed in their own work in order to accomplish this vision, and then to act on it, can be achieved by exposing your own motivation toward the change. At what moment did you know things had to change, why? Frame that experience as an obstacle for which you have discovered a solution. What if the solution works? Paint for the listener how things will look once the solution is realized. Make it subjective, from the fountain of passion that brought you to this business in the first place. Lead the listener into the future with a vaguely detailed strategy of how victory over such road blocks will champion any innovations already realized, that progress is in the process of evolution, as a team.
Steve Denning, author of ‘Squirrel Inc.’ knows from his experience at World Bank that “people are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.” By making your story overwhelmingly positive, with the problem right up in the foreground, you’re presenting yourself as a protagonist in the narrative of the company as a whole. The biggest mistake storyteller’s make? Spelling out the lesson. The take-away should ONLY BE IMPLIED. Trust the listener to their own deductions. Will Fed Rate Hikes Fuel Business Owner Burnout?
Heads up to business owners. The recent Federal Reserve short-term interest rate hike was the 15th consecutive increase since June 2004 and the first since Ben Bernanke took over as chairman of the central bank in February.The Fed indicated that even more rate hikes may be necessary in the next few months. "Some further policy firming may be needed to keep the risks to the attainment of both sustainable economic growth and price stability roughly in balance," the Fed said in its statement.Translation: more rate hikes ahead, let’s hope it doesn’t hurt the economy and your business.The target for the federal funds rate is now 4.75 percent, the hi
The Purpose
The purpose of any story in business development is to establish trust between you and the listener. Your subordinates want to trust your abilities and plan. They want to make the organization “happen,” as much as you do. But to be reliable enough to garner their support, your method must emerge from a creative process that you can understand intuitively, and foster the respectful collaboration of whole, complex people. Gary Morris, CMO of Marketing Advocate, in Centerville, MA said it best: “Context is the key to adoption. Only authentic trust accrues into a predisposition to try anything, whether it’s a new product or a new idea.”
Your Cathedral
This new tool will take you beyond your comfort zone, into ambiguity. Allow me to provide some structure to your evolution as a storyteller. Your story must take listeners from where they are now to where they need to be, with enough comfort and focus on your vision of the future.
The Vision Story takes some courage, says Annette Simmons in her book, ‘The Story Factor.’ Its purpose is to “shrink today’s frustration in light of the promise of tomorrow.” The process for change and perspective should be modeled in the story, as in the bricklayer’s parable: all three construction works are doing the same job, but when asked, one says, ‘I’m laying bricks.’ The second says, ‘I’m building a wall.’ And the third says, ‘I’m building a cathedral.” Your focal point has to include affirmation of the process in all three jobs, while guiding their thinking and activities toward the vision of the completed cathedral.
Empowering the Listener
Empowering the listener to visualize the transformation needed in their own work in order to accomplish this vision, and then to act on it, can be achieved by exposing your own motivation toward the change. At what moment did you know things had to change, why? Frame that experience as an obstacle for which you have discovered a solution. What if the solution works? Paint for the listener how things will look once the solution is realized. Make it subjective, from the fountain of passion that brought you to this business in the first place. Lead the listener into the future with a vaguely detailed strategy of how victory over such road blocks will champion any innovations already realized, that progress is in the process of evolution, as a team.
Steve Denning, author of ‘Squirrel Inc.’ knows from his experience at World Bank that “people are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.” By making your story overwhelmingly positive, with the problem right up in the foreground, you’re presenting yourself as a protagonist in the narrative of the company as a whole. The biggest mistake storyteller’s make? Spelling out the lesson. The take-away should ONLY BE IMPLIED. Trust the listener to their own deductions.<
What many people think of a small business, they have these visions of an independent entrepreneur who is crafting a finely made product, happily working away doing something fulfilling with their life. REALITY CHECK!Operating a small business takes a certain level of discipline and understanding. This is because it small business is like a child in that your decisions can either help it grow and blossom or destroy it. Let's consider just a few of the positions in a small business that need filled usually by the owner.1. Building maintenance coordinator. If you rent or lease space, the task of scheduling maintenance and repairers not only for t
Your Cathedral
This new tool will take you beyond your comfort zone, into ambiguity. Allow me to provide some structure to your evolution as a storyteller. Your story must take listeners from where they are now to where they need to be, with enough comfort and focus on your vision of the future.
The Vision Story takes some courage, says Annette Simmons in her book, ‘The Story Factor.’ Its purpose is to “shrink today’s frustration in light of the promise of tomorrow.” The process for change and perspective should be modeled in the story, as in the bricklayer’s parable: all three construction works are doing the same job, but when asked, one says, ‘I’m laying bricks.’ The second says, ‘I’m building a wall.’ And the third says, ‘I’m building a cathedral.” Your focal point has to include affirmation of the process in all three jobs, while guiding their thinking and activities toward the vision of the completed cathedral.
Empowering the Listener
Empowering the listener to visualize the transformation needed in their own work in order to accomplish this vision, and then to act on it, can be achieved by exposing your own motivation toward the change. At what moment did you know things had to change, why? Frame that experience as an obstacle for which you have discovered a solution. What if the solution works? Paint for the listener how things will look once the solution is realized. Make it subjective, from the fountain of passion that brought you to this business in the first place. Lead the listener into the future with a vaguely detailed strategy of how victory over such road blocks will champion any innovations already realized, that progress is in the process of evolution, as a team.
Steve Denning, author of ‘Squirrel Inc.’ knows from his experience at World Bank that “people are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.” By making your story overwhelmingly positive, with the problem right up in the foreground, you’re presenting yourself as a protagonist in the narrative of the company as a whole. The biggest mistake storyteller’s make? Spelling out the lesson. The take-away should ONLY BE IMPLIED. Trust the listener to their own deductions.<
We’ve all heard the saying: If you fail to plan, you plan to fail. But I like to think of it another way. Ask yourself, “am I planning to succeed?”In business, it’s important to follow a plan. It’s important to have a plan for your year, each week, and each day. Otherwise, you’re being reactive in your business instead of being proactive. When you’re proactive, you control your business – it doesn’t control you.Here are three easy-to-follow tips to creating and following a successful plan:1. Start with the end in mind. Set a deadline for your goal. Write the completion of your goal on the deadline date in your calendar. Then, work backward by p
Empowering the Listener
Empowering the listener to visualize the transformation needed in their own work in order to accomplish this vision, and then to act on it, can be achieved by exposing your own motivation toward the change. At what moment did you know things had to change, why? Frame that experience as an obstacle for which you have discovered a solution. What if the solution works? Paint for the listener how things will look once the solution is realized. Make it subjective, from the fountain of passion that brought you to this business in the first place. Lead the listener into the future with a vaguely detailed strategy of how victory over such road blocks will champion any innovations already realized, that progress is in the process of evolution, as a team.
Steve Denning, author of ‘Squirrel Inc.’ knows from his experience at World Bank that “people are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.” By making your story overwhelmingly positive, with the problem right up in the foreground, you’re presenting yourself as a protagonist in the narrative of the company as a whole. The biggest mistake storyteller’s make? Spelling out the lesson. The take-away should ONLY BE IMPLIED. Trust the listener to their own deductions.<
So how WAS your first quarter of 2006? Wait – it’s still the middle of 4th quarter; what am I talking about? One of the things that salespeople and sales managers tend to lose sight of is the factor that time plays in the sales cycle. We think if we work really hard this month that we can pull out a great month, or a great quarter. But, do desperation, last-minute pushes really work? If you’re a professional salesperson, who believes in doing the right thing for your clients and prospects, then the last-minute push will most likely backfire on you. Sure, you could get a few closed deals, but they probably won’t be quality deals; that is to say, sales that are reall
Steve Denning, author of ‘Squirrel Inc.’ knows from his experience at World Bank that “people are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.” By making your story overwhelmingly positive, with the problem right up in the foreground, you’re presenting yourself as a protagonist in the narrative of the company as a whole. The biggest mistake storyteller’s make? Spelling out the lesson. The take-away should ONLY BE IMPLIED. Trust the listener to their own deductions.
Concerns
Some concerns to watch out for when constructing your vision story:
Specific predictions about the future are likely to not come true
Authenticity depends on your knowledge & life experience
Your detractors might take the story out of context
Your Potential
You have enormous potential to change the minds of your followers, that’s the business you are business truly in! The secret is to learn this method as a way to support the rational analysis that is ever present. Lean on your human intuition born millions of years ago in caves, gathered around the camp fire recanting the days adventures. We’re all hunters and gatherers deep down.
Your followers will rise with abundant energy, mirroring your own, prepared to retell your story whenever they encounter an associate who needs a boost. With storytelling in your tool bag, you’ll now be able to harness your own imagination, and tether it to your company’s evolution—onward and upward!
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