2009: Make It A Great Year
2009: Make It A Great Year
said by the Cheshire Cat.....
Alice In Wonderland
by Lewis Carroll
I would like to share with you a process we do with our clients, at the beginning of every new year, to support them in having the year be more productive, more successful and more satisfying than it otherwise would be. The process is based on two fundamental principles which determine the success of an organization. The first principle is that nature abhors a vacuum and, by creating a vacuum in your company or firm, you create a space for the things you want to come into your experience. The second principle is the principle of alignment discussed in detail in the article entitled The X Factor: Alignment. Simply stated, this principle says that the success of an organization is directly a function of the degree to which the people in it are aligned on a common objective. Said another way, every successful enterprise consists of a group of people working together on behalf of future they have all committed themselves to.
With these two principles in mind, the purpose of this process is to complete 2008 and align everyone in your company on your objectives for 2009. This process should be done as soon as possible after the first of the year, because dragging things from 2008 into 2009 will, in and of itself, sabotage any intentions that you have for 2009. Also, not having all of the members of your company aligned on your goals for 2009 will rob your organization of its power.
Completing 2008
How you conduct this process will depend very much on your organization. Ideally, everyone should participate. That does not necessarily mean that everyone needs to participate at the same time, but the more people that participate, the more powerful it will be. At the very least, you should plan a block of time with all of the key executives. Again, ideally, you would have a separate session for the staff if it's not possible to include them in the day with the executives.
If you have a set of commitments, objectives or goals for 2008, the first step would be, in a group session, to read those commitments, objectives or goals out loud. The next step would be to have everyone acknowledge their accomplishments for 2008. There is no room in this discussion for any "yeah, buts" or "if, onlys," just the acknowledgment of accomplishments. Next, have everyone acknowledge what occurred in 2008 that was a source of pleasure. Then, have everybody express their disappointments, unfulfilled expectations, thwarted intentions and sources of displeasure in 2008. It is really important that everyone express everything .
The next question for everyone is: "Who do you need to forgive and for what?" It is crucial that people be willing to forgive themselves and each other for whatever happened that was a source of upset. The next question is: "Who do you need to thank and for what?" When we do this in a group, it is usually the most inspiring part of the process as people go around the room and thank each other for all of the wonderful things that happened during the year. By the way, don't forget to thank yourself.
The next question is simply: "Is there anything else you need to say about 2008 in order to be complete?" Whatever is necessary to be said to be complete will be readily apparent. The final step is simply to declare yourself complete.
Designing Objectives/Commitments
With the above process complete, you and your group are now ready to design your objectives and commitments for the next year. Preliminary to doing this, it is appropriate to review your purpose or mission and your strategic objectives. These combine to create your vision for the future and is the place where you want to stand to look to see what you want to accomplish for the next year. If you have neither a stated purpose nor a strategic vision, you might want to call us for coaching about how to create same. I highly recommend that you have both. As stated in the quote at the beginning of this article, if you don't know where you're going, on what basis can you make decisions on a day-by-day basis?
The next question for the group is: "Standing in your vision for the future (i.e., your purpose and strategic objectives) and looking at your present circumstances from there, what shows up as missing?" In other words, what you want to do is to compare your present circumstances to your vision for the future and see what's missing. Not what is bad or wrong, because those terms involve judgments which defeat the purpose of this process, simply what is missing. The idea here is simply to make a list of what you see to be missing.
The subsequent question is: "Standing in your accomplishments and in your vision for the future, what shows up as possible?" In other words, given what you accomplished in 2008 and given your vision for the future, and given everything else, what do you and the other members of the group consider to be possible? Allow yourself to freely speculate and come up with a wide range of possibilities. Even allow yourself to be silly and frivolous. Again, there is no room in this discussion for any "yeah, buts" or "how could we possibly do that?", just an opportunity for everybody to speculate about what they feel is possible for the future of your firm. Again, all you want to do at this point is make a list.
Now it is time to get down to the matter of commitments. A commitment is not a hope, dream or wish. It is not a goal to write down, stick in a drawer and hope you'll obtain. A commitment is something that you'll organize your life around and work seriously towards the fulfillment of. It is not something that you should do, it is not even necessarily something you want to do. A commitment is something that will forward you in the fulfillment of your vision. As an aside, the reason why most New Year's resolutions aren't fulfilled is because they are mostly a hope or a wish, not something that people authentically commit themselves to. In this process, we're looking for authentic commitments that your company will work on throughout 2009.
Another thing not to be concerned about is how you will fulfill on the commitments. The nature of commitments is that they create the how for themselves and most people don't know that. So, don't let the fact that you don't know how you will fulfill on a commitment stop you from making the commitment.
Returning to the process, the next question for the group is: "Standing in the possibility for the future and looking from here, what are we committed to accomplishing in 2009?" Answering this question involves four steps. The first step is to simply let the members of the group freely generate what they would like the company to commit itself to for 2009. After all of the commitments are generated, the second step is to re-read the list of possibilities for the future and see if the group wants to commit itself to those possibilities for 2009. You will find that many of the possibilities are still possibilities, but the group is unwilling to commit itself to them for the coming year.
When this is done, the third step is to go back over the list of "what's missing" and see if a commitment has been made which handles the missings. So, for example, if a missing was "4 satellite offices" and the group committed to opening up 1 satellite office in 2009, that "missing" would no longer be missing. Similarly, if 15 sales people were missing and the group committed to adding 4 in 2009, again, that missing would be handled.
On the other hand, if the missing was "4 satellite offices" and there was no commitment concerning that for 2009, you would have to discuss with the group whether or not they were willing to make a commitment in 2009 given that missing. Either the group would or wouldn't, but, in any event, the missing would be handled.
What now results is a list of commitments for the year. The final step is to re-read aloud all of the commitments, one at a time, to make sure everyone is willing to put all of their energy behind the fulfillment of each commitment. If not, don't include it on your list of commitments because nothing will happen if the commitment doesn't have the group's undivided support.
The final question for the group is: "What does the future look like from here?" This question gives the members of the group an opportunity to express their enthusiasm about what they have accomplished in this process.
Copyright 2009 Scott Hunter
2009 Make It A Great Year - To learn more about this author, visit Scott Hunter's Website.
Like this article? Share it with your friends
"If you don't know where you're going, what difference does it make what path you take?"
said by the Cheshire Cat.....
Alice In Wonderland
by Lewis Carroll
I would like to share with you a process we do with our clients, at the beginning of every new year, to support them in having the year be more productive, more successful and more satisfying than it otherwise would be. The process is based on two fundamental principles which determine the success of an organization. The first principle is that nature abhors a vacuum and, by creating a vacuum in your company or firm, you create a space for the things you want to come into your experience. The second principle is the principle of alignment discussed in detail in the article entitled The X Factor: Alignment. Simply stated, this principle says that the success of an organization is directly a function of the degree to which the people in it are aligned on a common objective. Said another way, every successful enterprise consists of a group of people working together on behalf of future they have all committed themselves to.
With these two principles in mind, the purpose of this process is to complete 2008 and align everyone in your company on your objectives for 2009. This process should be done as soon as possible after the first of the year, because dragging things from 2008 into 2009 will, in and of itself, sabotage any intentions that you have for 2009. Also, not having all of the members of your company aligned on your goals for 2009 will rob your organization of its power.
Completing 2008
How you conduct this process will depend very much on your organization. Ideally, everyone should participate. That does not necessarily mean that everyone needs to participate at the same time, but the more people that participate, the more powerful it will be. At the very least, you should plan a block of time with all of the key executives. Again, ideally, you would have a separate session for the staff if it's not possible to include them in the day with the executives.
If you have a set of commitments, objectives or goals for 2008, the first step would be, in a group session, to read those commitments, objectives or goals out loud. The next step would be to have everyone acknowledge their accomplishments for 2008. There is no room in this discussion for any "yeah, buts" or "if, onlys," just the acknowledgment of accomplishments. Next, have everyone acknowledge what occurred in 2008 that was a source of pleasure. Then, have everybody express their disappointments, unfulfilled expectations, thwarted intentions and sources of displeasure in 2008. It is really important that everyone express everything .
The next question for everyone is: "Who do you need to forgive and for what?" It is crucial that people be willing to forgive themselves and each other for whatever happened that was a source of upset. The next question is: "Who do you need to thank and for what?" When we do this in a group, it is usually the most inspiring part of the process as people go around the room and thank each other for all of the wonderful things that happened during the year. By the way, don't forget to thank yourself.
The next question is simply: "Is there anything else you need to say about 2008 in order to be complete?" Whatever is necessary to be said to be complete will be readily apparent. The final step is simply to declare yourself complete.
Designing Objectives/Commitments
With the above process complete, you and your group are now ready to design your objectives and commitments for the next year. Preliminary to doing this, it is appropriate to review your purpose or mission and your strategic objectives. These combine to create your vision for the future and is the place where you want to stand to look to see what you want to accomplish for the next year. If you have neither a stated purpose nor a strategic vision, you might want to call us for coaching about how to create same. I highly recommend that you have both. As stated in the quote at the beginning of this article, if you don't know where you're going, on what basis can you make decisions on a day-by-day basis?
The next question for the group is: "Standing in your vision for the future (i.e., your purpose and strategic objectives) and looking at your present circumstances from there, what shows up as missing?" In other words, what you want to do is to compare your present circumstances to your vision for the future and see what's missing. Not what is bad or wrong, because those terms involve judgments which defeat the purpose of this process, simply what is missing. The idea here is simply to make a list of what you see to be missing.
The subsequent question is: "Standing in your accomplishments and in your vision for the future, what shows up as possible?" In other words, given what you accomplished in 2008 and given your vision for the future, and given everything else, what do you and the other members of the group consider to be possible? Allow yourself to freely speculate and come up with a wide range of possibilities. Even allow yourself to be silly and frivolous. Again, there is no room in this discussion for any "yeah, buts" or "how could we possibly do that?", just an opportunity for everybody to speculate about what they feel is possible for the future of your firm. Again, all you want to do at this point is make a list.
Now it is time to get down to the matter of commitments. A commitment is not a hope, dream or wish. It is not a goal to write down, stick in a drawer and hope you'll obtain. A commitment is something that you'll organize your life around and work seriously towards the fulfillment of. It is not something that you should do, it is not even necessarily something you want to do. A commitment is something that will forward you in the fulfillment of your vision. As an aside, the reason why most New Year's resolutions aren't fulfilled is because they are mostly a hope or a wish, not something that people authentically commit themselves to. In this process, we're looking for authentic commitments that your company will work on throughout 2009.
Another thing not to be concerned about is how you will fulfill on the commitments. The nature of commitments is that they create the how for themselves and most people don't know that. So, don't let the fact that you don't know how you will fulfill on a commitment stop you from making the commitment.
Returning to the process, the next question for the group is: "Standing in the possibility for the future and looking from here, what are we committed to accomplishing in 2009?" Answering this question involves four steps. The first step is to simply let the members of the group freely generate what they would like the company to commit itself to for 2009. After all of the commitments are generated, the second step is to re-read the list of possibilities for the future and see if the group wants to commit itself to those possibilities for 2009. You will find that many of the possibilities are still possibilities, but the group is unwilling to commit itself to them for the coming year.
When this is done, the third step is to go back over the list of "what's missing" and see if a commitment has been made which handles the missings. So, for example, if a missing was "4 satellite offices" and the group committed to opening up 1 satellite office in 2009, that "missing" would no longer be missing. Similarly, if 15 sales people were missing and the group committed to adding 4 in 2009, again, that missing would be handled.
On the other hand, if the missing was "4 satellite offices" and there was no commitment concerning that for 2009, you would have to discuss with the group whether or not they were willing to make a commitment in 2009 given that missing. Either the group would or wouldn't, but, in any event, the missing would be handled.
What now results is a list of commitments for the year. The final step is to re-read aloud all of the commitments, one at a time, to make sure everyone is willing to put all of their energy behind the fulfillment of each commitment. If not, don't include it on your list of commitments because nothing will happen if the commitment doesn't have the group's undivided support.
The final question for the group is: "What does the future look like from here?" This question gives the members of the group an opportunity to express their enthusiasm about what they have accomplished in this process.
Copyright 2009 Scott Hunter
2009 Make It A Great Year - To learn more about this author, visit Scott Hunter's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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