Posts Tagged ‘ meaning ’

Your Mission, Should You Choose To Accept It

Pick a strategic plan. Any strategic plan. Read the mission statement, and ask what it tells you about what makes the organization it belongs to unique. All too often, the answer to that is “not much.” Rather than being defining statements of purpose, mission statements are often vague, generalized and designed to appeal to the lowest common denominator. It doesn’t have to be this way.



Strategy Doesn’t Mean What You Think It Does

We often think we know what we mean when we use the term “strategic.” It’s self evident, right? Except, in my experience, it is very often not. Strategic is often viewed as a vague concept outlining general ideas that don’t really provide much guidance, direction or usefulness. Which is exactly what we don’t need more of. My take on what strategic looks like, and the meaning that you should be seeking.



Ride for the Breath of Life 2019

The Ride for the Breath of Life is a charity motorcycle ride that I have been contributing to for more than a decade. It’s a cause I feel connected to, and a community that I’ve been delighted to become a member of. Above all, it’s an effort that makes a difference. To all that supported me this year, thank you for doing so. You are helping to change lives in the process.



Where To From Here?

Where we have been is in the past. We can explore it, but we can’t change it. Where we are is shaped by how we perceive current circumstances, and how we make sense of who we are and what flexibility and opportunity we have to shape our own destiny. Where we are going is a product of what we care about and value. And all of that depends on how we interpret our internal dialogue, and how we shape the messages that matter most.



How I’m Trying To Rediscover Reading

I read an enormous amount. But I have not, in recent years, read for the same purpose, with the same frequency or with the same degree of pleasure as I have in my past. I’ve resolved to do something about that. My exploration and rethinking of how, what, when and why I read.



Inhabiting In-Between Spaces

I’ve been exploring liminality and in-between spaces in a few posts. And while the structure is simple, and the ideas it offers are profound and meaningful, actual living in and transitioning through liminal spaces is often anything but clear, ordered or certain. There can be a great deal of fuzziness, frustration and even fear. I thought it would be helpful to explore what it’s like to actually live in the in-between spaces.



Language Gets In The Way

Language is critical. Navigating change involves creating language. At the same time the language that we use gets in the way. The words we choose to communicate our message are essential to our ability to create meaning. But we don’t always do a good job in exercising choice. We obfuscate and we obstruct. We choose obscure and complicated words because we think they sound good. In doing so, we undermine meaning. And we do so at our peril.



Change Is About Creating Language

Words have power. When we create change—and when we build processes—words become particularly important. Not for how we sell the process (although that’s also significant), but for how we define and think about the process itself. Taking the time to get words right is some of the most meaningful work we do in managing change.



Perseverance, Adaptability and Follow-through

When someone asks you what you do and where you are going, what do you answer? And is that answer an honest reflection of your dreams, or is there a hint of defensiveness behind it? It’s hard to reinvent ourselves, and it’s hard to make a change. There are times that it is necessary, but making that call involves careful personal judgement. In our journey through life, we persevere, we adapt and we follow-through where necessary.



This Is All Make-Believe

We fall in love with our models, our processes and our standards. They’re helpful when they help us to make sense of the world, but they can also get in the way. What we sometimes forget is that they were all invented to provide a perspective on a problem. That means we can change them, adapt them, evolve them and dispense with them when they stop providing value.