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Name of author Rick Baker, P.Eng.

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Are You Superior to Circumstances?

by Rick Baker
On Jul 9, 2015

”Our main thinking habit is to analyse situations so that we can recognize standard situations and then apply standard answers.”

Edward de Bono

`The Six Value Medals`, (2005)

 

As you analyse Situations, do not limit yourself by assuming they are 'standard'...explore and see if there are important nuances that deviate from familiar patterns:

  • direct your attention toward the key parts of the Situation [the People, the place, the level of urgency, the 'props', the background noise, etc.]
  • compare those parts, looking for similarities - the parts that fit a pattern you recognize
  • compare those parts again, looking for differences - the parts that do not fit a pattern you recognize 
  • look for the parts that catch and pull at your attention...they can be the most-important aspects of the Situation
  • set logic aside and take some time to focus your attention on your gut feel
  • use your special insights to fully appreciate the value contained in the situation/circumstances

Strive to identify Situations that contain special circumstances…special circumstances that serve as catalysts for your unique talents and gifts. Be confident in your ability to either rise above problems and grasp hold of opportunities. Be confident in your ability to customize your exceptional contributions in reaction to the signals you [alone] receive as you analyse Situations.


And always remember…


”Nothing splendid has ever been achieved except by those who dared believe that something inside them was superior to circumstance.”

Bruce Barton 

American Author & Politician (1886-1967)

 

 

 

Footnote:  

”Circumstances - what are circumstances? I make circumstances.” Napoleon Bonaparte

Taking another SWOT at strategic planning

by Rick Baker
On Jul 6, 2015

Recently, I created the following [SWOT-grounded] table to help organize thoughts for a mid-year Strategic Planning session.

This 'SWOT activity' brought back fond memories of time spent with Don Peart...as captured below, in the Fall of 2013 Don Peart introduced our CFFB roundtable group to his broader perspective on SWOT. Don's message was an exceptional improvement on SWOT. Don's recommendations meshed perfectly with Talents & Strengths thinking and with solutions-focused thinking...i.e., thinking progressive business leaders need to embrace. Ever since that morning with Don, every time I think of SWOT I review his messages and how they can help individuals put their Talents to good use and do their work with a positive, solution-aimed attitude.

I work at creating simple tools to help expand the use of SWOT. For example, the following simple table helps focus thinking and discussion on S & W & O & T while also considering what has changed since the last strategy session.

Of most importance:

  • What lessons have we learned from the changes? and 
  • Why did those changes happen?
 

 

  

The following was first published October 28, 2013

STRENGTHS: The Gallup people presented Strengths as a combination of Talent, Knowledge, & Skills. Talent is not enough on its own. It must be coupled with Knowledge. We clarify that the Knowledge must be specialized, focused, and consistent with what it takes to achieve goals. Talent coupled with Knowledge is not enough...it is essential that Skills be practised until tasks and processes are mastered. Only then can one possess and vent Strengths. On top of that Gallup wisdom, we added Opportunities. That's where leaders fit in. Leaders recognize Talent, provide access to Knowledge and training & development in the form of practising. In this way, leaders provide the Opportunities for the development of Strengths.

P=2S+O: Bosses exist to delegate tasks and processes and manage the people who do those tasks and processes. That being the framework for business, bosses really don't want to hear Problems. Bosses only want to hear Problems when the Problems are used to introduce Solutions...and, every once in a while, Opportunities. That's the P=2S+O philosophy. That's why we created the P=2S+O tool.

SWOT is a strategic planning tool developed a couple of generations ago. It can be used to sort thoughts about business processes & business situations. And, as was recently brought to our attention by Don Peart, SWOT can be used to sort thoughts about people.

Business Contains Only 3 Things: People, Process, & Situations.

The thinking around SWOT's application for business Processes & Situations is on the record. Just Google 'SWOT' and you will find much theory and practical advice.

The first 3 thoughts that came to me when Don Peart talked about applying SWOT thinking to People were:

1.     There's a lot of common ground shared by SWOT and our definition of personal Strength.

2.     P=2S+O is a practical tool, designed to cause people to focus on Solutions while keeping their minds and eyes open for Opportunities.

3.     When recruiting we could use SWOT thinking as an umbrella over our definition of Strengths and our P=2S+O philosophy.

 Here's the picture...

 

Do you understand the most valuable assets you bring to your clients’ table?

by Rick Baker
On Jun 24, 2015

What is your most valuable asset?

More specifically, when other people look at you - for example, when your clients look at you - what is the most valuable asset you bring to the table?

Certainly, there is no argument that good health, positive mental attitude, and sufficient intelligence, etc., are very good things to have…very good assets you are able to bring to the table.

Going beyond that, digging deeper - What is your most valuable asset?

Surely, that asset must be closely linked to your innate talents. Your talents are the gifts that enable you to do certain things better than almost anyone else can do them. And your talents enable you to do these things with mastery…repeatedly, consistently, and reliably.

But, what are your innate talents? Do you really know them? Can you describe them in simple terms to other people? Can you draw on them when you need them to develop new skills…to master new tasks?

Do you understand the most valuable assets you bring to your clients’ table?

Reluctant Communicators

by Rick Baker
On Jun 1, 2015

When you talk with some people they seem to be struggling...like they are trying to figure out their future more than trying to complete a conversation with you. They seem to be reluctant communicators... like they are trying to fix major problems or hide major secrets.

It’s hard to picture these people succeeding in most business roles. They seem better suited to working with numbers than working with people.

If that's their nature then perhaps that's incurable.

If their reluctant communication is indeed due to major problems then perhaps their communication style will open up and better connect with others when their major problems are resolved?

If their reluctant communication is indeed due to major secrets then the likelihood they will ever enjoy future communication success is very small.

Either way, indecisive and inconclusive communications send signals of weakness as opposed to a signals of strength. Reluctant communicators embrace fewer opportunities. Their evasive and lacklustre signals alienate others. This alienation is, at least from time to time, a shame because sometimes reluctant communicators have tremendous strengths to offer.

Sometimes reluctant communicators just need strong and helpful 'coaches or mentors' to remove reluctance and draw out talents & strengths.

Perhaps, you are interested in performing that role? 

5 thoughts about Achievers & Achievements

by Rick Baker
On Apr 21, 2015

Tags:

Abundance | Attitude: Creating Positive Attitude | STRENGTHS: People-Focused for Success

Personal Strength is the Heart of personal Drive

by Rick Baker
On Mar 30, 2015

Dan Pink wrote about 3 Drives:

  1. Biological Drive
  2. Reward and Punishment Drive
  3. To direct our own lives, to extend and expand our capabilities, and to make contributions

Apparently, scientific evidence shows that 3rd Drive is the most important Drive.

In a zone similar to that 3rd drive - but far more eloquent and provocative - Nietzsche wrote, “Physiologists should think again before postulating the drive to self-preservation as the cardinal drive in an organic being. A living thing desires above all to vent its strength - life as such is will to power -: self-preservation is only one of the indirect and most frequent consequences of it.”

I think the 3 most important human attributes are:

  • Intelligence
  • Self-Control
  • Drive

Every human being possesses the seeds of intelligence, self-control, and drive at birth. To a certain degree, and the degree varies from person to person, we develop these three abilities over time. The amount of intelligence and self-control we develop determines the extent we are able to express our strengths. Drive is all about putting energy to productive use...drive is innate...intelligence and self-control protect drive from negative influences [...both intrinsic and extrinsic influences].

And, no question, Nietzsche's view resonates in my mind.

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.