Category Archives: Collaboration

  • 23
    May 21
  • 0

Narratives Shape Our Emotions

Category:Collaboration,Community,Emotions,Fear,Growth,Movements,Narratives,Opportunity,Passion,Potential

My new book, The Journey Beyond Fear, that will be released on May 25 suggests there’s a significant untapped opportunity to be addressed with narratives. It explores the role that narratives can play in helping us to move beyond fear and cultivate emotions that will help us to achieve more impact that’s meaningful to us.

But, to address that opportunity, we need to embrace a very different definition of narratives. And we need to craft narratives at multiple levels – for individuals, institutions, geographies and movements. We can make progress at each level, but it’s only when we find ways to align narratives across all these levels that we will unleash the full opportunity.

What is a narrative?

Most people view narratives and stories as synonymous – they mean the same thing. I believe there’s an important distinction that can and should be made. Stories are self-contained – they have a beginning, middle and end. Also, stories are about the story-teller or some other people, real or imagined, but they are not about you in the audience.

In contrast, the way I define narratives, they’re open-ended. There is no resolution yet. There’s some kind of big threat or opportunity out in the future and it’s not yet clear whether it will be addressed. The resolution of the narrative hinges on you – the people being addressed by the narrative. Your choices and actions will help to determine how the narrative plays out.

Why are narratives so powerful?

By looking out into the future, narratives can play a powerful role in shaping our emotions and actions today. Threat-based narratives feed our fear. Opportunity-based narratives, in contrast, help to cultivate hope and excitement about the future and motivate us seek out the opportunity. The most powerful opportunity-based narratives become catalysts for finding and drawing out our passion of the explorer. As I discuss in my new book, the passion of the explorer ultimately holds the key to helping us turn mounting performance pressure into exponentially expanding opportunity. We need to do whatever we can to unleash that passion and to pursue it.

Narratives also are powerful because they are a call to action to others, so they bring people together. If it’s a threat-based narrative, it brings people together in fear, and amplifies the fear in each person. In contrast, opportunity-based narratives bring people together who share excitement about the opportunity ahead. Collective excitement draws out even more excitement, and we are encouraged to act even more boldly in our quest for the opportunity. That’s why I focused on narratives as one of three promising pillars that can help us to make the journey beyond fear.

In a world that is increasingly enveloped in fear, we need to become much more active in crafting opportunity-based narratives that will help us to move beyond fear.

Personal narratives. Narratives can be crafted at multiple levels, starting with each of us as individuals. Personal narratives are about our view of our future and they are about our call to action to others. We all have personal narratives that are shaping our lives, but few of us have made the effort to articulate this narrative, much less to evolve it so that we can have even more impact.

To address the untapped opportunity of personal narratives, we need to ask ourselves some difficult questions:

  • Is our view of the future primarily about threat or opportunity?
  • Are we really focused on an opportunity that is the most exciting for us?
  • Are we calling others to join us in addressing this exciting opportunity?

In my book, I share how my own personal narrative has evolved and how it has helped me to move beyond fear. We all have a need to do this.

Institutional narratives. Beyond personal narratives, institutional narratives also represent an untapped opportunity. Few institutions at this point have crafted a compelling narrative. The key in these narratives is to focus on framing a really big, inspiring opportunity that is meaningful to the customers or other stakeholders of the institution – it requires expanding horizons beyond opportunities for the institutions and focusing on opportunities for others. And it also includes a call to action to these customers or other stakeholders – what actions will they need to take that will be most helpful in addressing the opportunity?

One example of the power of an institutional narrative is provided by Apple back in the 1990’s. It condensed the narrative into the slogan “Think different.” The narrative indicated that digital technology in the past had taken away our names and given us numbers and made us cogs in a machine. Now, for the first time, there was a generation of technology that could enable us to express our unique potential and individuality in the future. But it wouldn’t happen automatically – we needed to think different. That was the call to action.

Institutional narratives, properly framed, can draw out significant excitement from customers and other stakeholders and pull more and more people in to address the opportunity. At a time when we all have a hunger for hope and excitement, this can become a catalyst for those emotions.

Geographical narratives. Moving up the stack, there’s another level of narratives – narratives for cities, regions and even countries. I’ve lived in Silicon Valley for over 40 years and I’ve come to believe that a key to its continuing success has been a geographical narrative that focused on the opportunity to change the world by harnessing the exponential improvement in digital technology. It has been such an inspiring opportunity that it has drawn people from all over the world to Silicon Valley. Few people realize that the majority of successful entrepreneurs in Silicon Valley were not born in the U.S., much less Silicon Valley itself. It’s a key reason why Silicon Valley sustains a culture of optimism – everyone is excited by the opportunity.

My book looks at the role of geographical narratives in helping to build the growth and prosperity of cities, regions and countries around the world. Unfortunately, again, these opportunity-based narratives are few and far between.

Movement narratives. But there’s more. I’ve studied movements for social change throughout history and in many different parts of the world. Despite significant diversity in these movements, the most successful movements have one thing in common. You guessed it! Opportunity-based narratives.

The classic example is provided by Martin Luther King’s famous “I Have a Dream” speech in Washington, DC. These narratives focus on the amazing and wonderful things that can be accomplished if we all come together and act together to address new opportunities. Yes, they certainly acknowledge the challenges and obstacles along the way, but the focus is on a really big and inspiring opportunity. That motivates people to come together and act now because now they are tapping into hope and excitement that enables them to move beyond fear.

My book explores the potential that current movements have to achieve much greater impact by crafting more inspiring opportunity-based narratives.

Bottom line

We all need to focus on crafting and evolving narratives that can help us to move beyond fear and cultivate emotions of hope and excitement – and ultimately unleash the passion of the explorer that exists within all of us, waiting to be drawn out and nurtured. If we make this effort, we will tap into exponentially expanding opportunity.

But, there’s a challenge. If the narratives at all the levels I’ve covered are not aligned, we’ll limit our potential for impact. If we’re able to evolve a more compelling personal opportunity-based narrative, but we work in institutions that are driven by threat-based narratives and we live in geographies that are driven by threat-based narratives, the fear of others around us will limit our ability to achieve more of our potential.

What we need are movements driven by opportunity-based narratives that can become catalysts for the profound changes we need in all of our institutions and our communities. If we all come together around opportunity-based narratives, the sky’s the limit in terms of what we can achieve.

The book

There’s a lot more to explore on this topic in my book, The Journey Beyond Fear. In addition to narratives, there are two more pillars that can help us on that journey – the passion of the explorer and learning platforms. But that book is just the beginning – once you’ve read it, reach out and connect with me so that we can continue the journey together.

I’ve scheduled some virtual (and free) launch events next week that will help to introduce some key themes in the book.

My first launch event on May 25th will be with Jean Houston and will explore how we can achieve more and more of our potential when we cultivate emotions of hope and excitement. You can register for this event here.

My second launch event on May 26th will be with Quentin Hardy and the focus of this event will be on the untapped opportunity in the business world to cultivate emotions that can lead to exponentially expanding opportunity. You can register for this event here.

My third launch event on May 26th will be with Dale Dougherty and here we will focus on how movements can significantly increase their impact by focusing on positive emotions, rather than playing to our fear. You can register for this event here.

I invite you to join me in any or all of these launch events to learn more about the ground that my book covers. I would also deeply welcome any and all help you might be able to provide in increasing awareness of this new book within your networks. I believe it’s very timely and very much needed by all as we strive to make a difference that matters.

  • 21
    Apr 21
  • 3

Growth of Both

Category:Collaboration,Community,Connections,Exploration,Growth,Learning,Potential

As physical beings,

Our growth slows

And then stops,

At least in terms of height.

But within us,

We are meant to grow

Without limit.

We have unlimited potential

To have more and more

Impact that matters

To us and to others.

And it’s not just us as individuals.

When we come together,

We find we can have

Even more impact that matters.

Our growth can

Accelerate and expand

When we connect with others,

Including animals, plants,

And the broader ecosystem

That supports the growth of everyone.

The more we include,

The faster and farther

We can grow together.

But we need to cultivate environments

That encourage growth from within

And growth together.

We’ll unleash extraordinary growth

When we finally find ways

To pursue

Individual growth and collective growth

And recognize that one

Supports and accelerates

The other.

  • 07
    Apr 21
  • 5

Growing Into Growth

Category:Collaboration,Community,Connections,Emotions,Exploration,Institutional Innovation,Learning,Opportunity,Potential,Uncategorized

I need help. I’m struggling with words. I’m trying to capture what excites me and motivates me to start a new chapter in my life.

Here’s the challenge: the word I am drawn to has received a very mixed reaction at best, and often a very negative reaction. What’s that word? It’s “growth.”

Growth has always excited me. I’ve come to believe that we humans have unlimited potential for growth – it’s why I cringe when I hear the phrase: “achieve my full potential.” I don’t believe anyone can achieve their “full potential” – no matter how much of our potential we achieve, there’s always more potential waiting to be drawn out. That’s why I keep saying that we’re not “human beings,” we’re “human becomings.”

Of course, growth has many different meanings. For many, growth tends to focus on physical size – whether of the body, a community or an economy. The desire is to find something that’s easy to measure, and that leads to an emphasis on physical entities – people and products.

For me, growth has a different meaning. It focuses first of all on growth of insight into the world around us. But it doesn’t stop there. Growth of insight has little value until and unless it is translated into growth of impact that is meaningful. That requires action, but it shifts the focus from the action itself to the impact achieved and how meaningful that impact is, both for those who are taking action and those who are benefiting from the action.

Why growth has a bad reputation

So, why does growth seem to have such a bad reputation? There are many reasons, but I believe that it stems from a zero-sum view of growth. In this view, one person’s growth can only occur at the expense of others. If you win, I lose.

How does that work? Well, let’s start with environmental impact. For many reasons, we have embraced a view of economic growth over the past couple of centuries that has led to serious damage of our global ecosystem, including pollution of water, the growth of carbon emissions and pollution of our atmosphere. While many have benefited from this economic growth, even more have suffered from its adverse effects.

Another force at work involves our shrinking time horizons when we pursue growth that is narrowly focused on material goods. We’re not focused on long-term economic growth; we’re focused on short-term material gains. If we’re focused narrowly on material goods in the very short-term, the quantity of goods is fixed – the only question is who will acquire them – you or me? Once again, while some will benefit from economic growth, it will be at the expense of others.

What’s the alternative?

As growth has acquired a bad reputation, many people have rallied around a number of other words – sustainability, regeneration, circular economy, and resilience are perhaps some of the most prominent ones.

What strikes me about all of these alternatives is their focus on holding on to what we have, or what we had. Take sustainability – we want to sustain what we have. Or regeneration – we want to generate what we once had. Or the circular economy – it’s all about re-using what we have. Resilience has many different meanings, but the one I hear most frequently is the desire to be able to “bounce back” to where we once were before some disruption happened.

While they tend to focus on somewhat different elements, they all share a static view of the world in the sense that the resources we have are a given and the question is how to re-use them so that we preserve what we have, or regenerate what we had, and reduce damage to others.

While the aspiration to avoid environmental damage and waste is certainly something we should all embrace, these alternatives strike me as inherently limiting. Is that all there is? Don’t we have the potential to create much greater meaningful and positive impact with far fewer resources over time?

Maybe there’s another perspective

What if we move from a zero-sum view of the world to a positive-sum view of the world? What if we believed that opportunity has the potential to expand for everyone, not just for a privileged few? And what if we believed that expanding opportunity generates even greater opportunity for everyone? What would that require?

First, it would require us to take a longer-term view of the world. Rather than just focusing on the short-term, we would need to look ahead and imagine how our ability to achieve greater positive impact can increase over time.

Second, we would also need to take a broader view of the world. Rather than just focusing narrowly on how to increase our own well-being, we would need to recognize that by increasing the well-being of others we can set into motion an increasing returns dynamic where everyone would achieve more and more of their potential and the well-being of all of us would expand significantly.

Third, we would need to deepen our view of impact. Rather than focusing just on material goods as a metric for growth, we would need to see that our greatest impact can come from motivating others to achieve more of their potential. The growth of others will help all of us to accelerate our own growth. This unleashes a powerful network effects dynamic where the more people who are motivated to achieve more of their potential, the more everyone will be motivated to achieve more of their potential.

Finally, we would need to focus on emotions as a key driver of motivation. If we’re driven by fear, we tend to narrow our focus to ourselves in the short-term. If we can cultivate hope and excitement, we can begin to see more opportunity for all, not just for ourselves. This, of course, is the theme of my new book, The Journey Beyond Fear, that will be published next month by McGraw Hill. I’ve come to believe that our emotions are shaping how our world is evolving and that there is a need to cultivate emotions that will help us to move forward in spite of the fear that is consuming more and more of us.

Back to growth

If we adopt a positive sum view of the world, now growth begins to become more attractive. The more any of us grow, the more all of us will be able to grow. And the potential for more growth becomes unlimited for two reasons.

First, as I’ve already indicated, we all have unlimited potential, so none of us will ever achieve our full potential in terms of delivering meaningful impact to those around us. Second, we live in a world of exponential improvement in technology performance that can help us to amplify our impact in ways that would have been unimaginable a few decades ago.

Growth focuses on the actions we’ll need to take and the impact we’ll need to achieve to help us to evolve flourishing societies and ecosystems. A key element of these flourishing societies and ecosystems is that they will continue to provide opportunity for all of us to increase our impact over time, while at the same time minimizing, and ultimately eliminating, any damage and waste that might occur as a by-product of growth.

This is why I’m reluctant to abandon growth as the way of framing the opportunity for all of us. What am I missing? Is there a better word to describe the opportunity ahead? I’m open to any and all suggestions.

And, just to be clear, I’m not suggesting that this opportunity will be an easy one to address. There will be many obstacles and challenges along the way. At a personal level, we need to find ways to move beyond the fear that consumes more and more of us and limits our potential for impact. We’ll need to cultivate emotions that will motivate us to take bold action and significantly increase our potential for impact. At a broader, social level, we need to focus on transforming our institutions and our societies so that they create environments that will help us to move beyond fear and provide us with the tools we’ll need to significantly increase our impact in ways that support a thriving global ecosystem and society. It will be a challenging journey, but a journey very much worth pursuing.

Bottom line

I’m seeking help in choosing the right word to frame the opportunity ahead. I’m attracted to “growth” because it highlights a dynamic and expanding opportunity that, if pursued in the right way, will lead to expanding opportunity for all. But, I also understand, that it can lead to some very negative reactions. I’m just not sure I can find a better word. Any and all suggestions are welcome. It will become the “north star” that will frame my efforts on the journey ahead.

  • 15
    Mar 21
  • 0

The Untapped Potential of Personal Narrative

Category:Collaboration,Emotions,Exploration,Learning,Narratives,Opportunity,Potential

We all have a personal narrative. For some of us, it is liberating and energizing, but for most of us, it is limiting and draining. The good news is that we all have ability to evolve our personal narrative to make it more fulfilling, if we choose to make the effort.

I’ve written about personal narrative before, including here and here, and it is a key theme in my new book, The Journey Beyond Fear, that will be coming out in a couple of months. For those who have not been following me, I should clarify that I have a very different view of personal narrative than most psychologists.

For psychologists, personal narrative involves looking back over our lives and crafting a story of the choices we made that brought us to where we are today. For me, personal narratives have two key components: our view of the future and our call to action to others.

When we look out into the future, are we focusing more on threat or opportunity? That view of the future will play a key role in shaping our emotions and actions today. Also, as we seek to address the threat or opportunity out in the future, are we asking for help from others or are we trying to go it alone?

We all have a personal narrative that’s driving us forward, but few of us have made the effort to make that personal narrative explicit, much less reflect on how well it might be serving our needs and potential for impact. That effort can be very rewarding, especially if we use it as a catalyst to evolve our narrative so that we are motivated to have much greater impact that is meaningful to us and can motivate others to join us in that effort.

Opportunities for evolution

Our personal narratives can evolve on multiple dimensions. Let’s start with our view of the future. In a world of mounting performance pressure, more and more of us have adopted a dystopian view of the future where threats are everywhere. The world is coming to an end, our societies our crumbling and our personal lives are more and more vulnerable to disruption.

While certainly understandable, that view of the future feeds our fear and makes us more risk averse and we become even more vulnerable to mounting performance pressure.

But there is an alternative view of the future. The same forces that are creating mounting performance pressure are also creating exponentially expanding opportunity – we can have far more impact, with far less resources and far more quickly than ever before. We need to make the effort to see those opportunities and to search for the opportunity that excites us the most.

If our view of the future is shaped by a really inspiring opportunity, we will begin to draw out emotions of hope and excitement that will motivate us to move boldly forward. We’ll find ourselves having much more meaningful impact and we’ll be driven to learn how to have even more impact in addressing this opportunity over time.

But there’s more. If we can focus on an opportunity in the future that really excites us, it increases our desire and ability to motivate others to join us in the quest to address this opportunity. Truth be told, most of us are pursuing personal narratives today that don’t provide a call to action for others to join us. Personal narratives that focus on a threat in the future tend to isolate us. As fear takes hold, we find it harder to trust others and we are more inclined to try to move forward on our own. That sense of isolation further intensifies the fear.

On the other hand, if we’ve found a really exciting opportunity out in the future, we can become very motivated to ask for help from others and, if the opportunity is appropriately framed, it can motivate many to invest time and effort in addressing the opportunity. This helps us to get significant leverage and have far more impact than if we try to do it all by ourselves. If it’s a big opportunity that will take years to achieve, it can also help us to build long-term, trust-based relationships that will play a significant role in overcoming our fear.

Challenges of evolution

When I talk about evolution of personal narrative, many people interpret this as writing up a new, and more fulfilling, narrative based on reflection of their existing narrative. I wish it were that easy. In my experience, personal narratives can’t evolve just by thinking and writing. They need to evolve through action – and it’s not just a one-time evolution, but a continual process of evolution shaped by actions taken and reflection on the impact achieved through action.

As we begin to focus on an opportunity in the future, we need to test and refine that opportunity through action now. We need to identify and pursue actions in the short-term (ideally weeks or a few months) that have potential to address that opportunity. As we pursue these actions, we need to reflect on whether those actions are generating the level of excitement we anticipated and whether they are helping us to make progress towards achieving the opportunity. If not, we need to either evolve our view of the opportunity that would be most exciting to us or our view of the actions that would have the greatest impact in making progress.

We also need to start reaching out to those we think could be most helpful with a call for them to join us in our quest to address the opportunity we’ve identified. Are they really investing the time and effort required to address the opportunity? Are they achieving real impact from their efforts?

If not, we need to further evolve our personal narrative. Is the opportunity we’ve identified big enough to motivate others to participate? Have we identified the right people to address the opportunity ahead? Can we frame the call to action in a way that would help them (and us) to achieve greater impact?

Our personal narratives are capable of, and require, continual evolution if we are going to achieve the impact that is most meaningful to us. There is always the potential to achieve more. In fact, if we’re truly excited about the opportunity we are identifying, we will be constantly seeking ways to have greater impact.

Effective personal narratives will trigger a learning mindset. We’ll be excited by the opportunity to have more and more impact over time. And we’ll realize that the most effective way to learn is through action, not just sitting in a chair and thinking about it.

And, it’s not just learning through action – it’s learning through action together with others. No matter how smart we are as individuals, we’ll learn a lot faster if we can come together with others who share our excitement about the opportunity we’ve identified. That’s why it’s so important to have a call to action to others that excites and motivates others to come together and constantly seek to increase impact.

Bottom line

Our personal narratives have untapped potential, no matter how well framed they are today. If we’re going to unleash more and more of that potential, we need to commit to continually evolve our personal narratives by acting together with others in ways that help us to learn faster.

  • 05
    Feb 21
  • 0

Support AND Challenge

Category:Collaboration,Connections,Emotions,Learning,Narratives,Opportunity,Passion,Trust

 

In our world of growing pressure, the question increasingly becomes: are you going to support me or are you going to challenge me? Which is it? Well, my answer is that it’s both – it has to be both.

In our Big Shift world, we need to come together in order to move from mounting performance pressure to exponentially expanding opportunity. But, let me hasten to add, that coming together doesn’t just mean to support each other. We’ll also need to find ways to challenge each other – deeply and continuously.

We all need support

In these difficult times, we hear a lot about the need to collaborate, whether it’s coming together in small teams or building broader networks of collaboration to access a diverse set of expertise and resources. While the calls for collaboration differ a lot in their focus, most of them seem to emphasizie the need to come together to support each other.

This is essential in our challenging world. If we continue to try to do it all by ourselves, we’ll find ourselves increasingly isolated and vulnerable to fear as we become overwhelmed by the challenges ahead. No matter how smart any of us are, we’ll learn a lot faster if we come together, especially if we come together with others who bring diverse expertise and backgrounds to the situation at hand.

We can all use the support of others. But it’s not just about ideas and expertise. It’s about emotions. These are scary times. We crave the emotional support of others, especially when we run into unexpected roadblocks or failures along the way. We need others to be there for us and reassure us that our efforts are not in vain and we should not give in to the fear that we’ll sink when we’re trying to swim in choppy waters.

Challenging to support

So, support becomes essential to avoid surrender and provide us with the motivation to continue swimming. But, support alone isn’t enough. If we’re going to move beyond mounting performance pressure and finally find ways to harness exponentially expanding opportunity, we also need to be challenged. We need others to constantly challenge us to aim higher and expand the impact that we are seeking.

But, wait a minute – isn’t challenging the opposite of support? If you’re challenging someone, aren’t you trying to put them down?

Well, here’s the paradox. Successful collaboration in the Big Shift world requires both support and challenge. In fact, the most powerful way to support someone in this rapidly changing world is to challenge them to achieve even greater impact. If we’re not constantly seeking to accelerate our performance improvement, we’ll quickly find ourselves marginalized and certainly not in a position to target exponentially expanding opportunity.

But challenging in the context of collaboration isn’t easy. It requires a shared commitment to achieve growing impact in an area of significant opportunity. If all the participants share that commitment, they won’t just welcome challenges, they’ll seek them out. They’ll recognize that challenges to existing approaches will help them to develop new approaches that can deliver even more impact. They’ll realize that they’re not being challenged to be put down, but instead because others are excited, as they are, about the potential for even more impact.

In my research, I’ve identified this kind of challenging to achieve better and better outcomes as productive friction. In the scalable efficiency institutions that dominate our world today, friction is viewed as bad. We need to eliminate it wherever it surfaces so that we can perform our activities faster and cheaper. In the Big Shift world, friction in the form of challenging each other is not only OK, it’s essential to accelerate performance improvement. But the friction has to be productive and that requires mutual respect, shaped by a shared commitment to achieve better and better outcomes.

The broader context

So, what’s required to build that kind of shared commitment? Well, those who have been following me know my answer – the passion of the explorer. It’s a very specific form of passion that I’ve identified in my research and written about extensively, including here and here.

People who have this kind of passion are committed to achieving increasing impact in a specific domain that is usually fairly broadly defined, like wellness, manufacturing or gardening. No matter how successful they have been in the past in their chosen domain, people with this passion are driven to find ways to achieve even greater impact. They are constantly asking for help from others as they try to take their impact to the next level and they are excited by challenges.

And, how does one cultivate this passion of the explorer? There are many paths to this form of passion but one powerful catalyst is a specific form of narrative – opportunity-based narratives. Once again, I’ve written about this extensively, including here and here. I draw an important distinction between stories and narratives. From my perspective, opportunity-based narratives are about a big and inspiring opportunity out in the future that will only be achieved if people come together and act together to address the opportunity – it’s a powerful call to action.

People who are inspired by the opportunity will often find the passion of the explorer surfacing within them. They will be inspired to come together and support and challenge each other to achieve greater impact in their efforts to address the opportunity.

Coming together to accelerate learning

People who develop this form of passion tend to come together in small groups – I call them impact groups. These groups usually have somewhere between 3-15 participants. They find that, if the groups grow any larger, the deep, trust-based relationships required to learn faster together begin to weaken. As the number of participants expands, they will spin out other impact groups.

These impact groups are focused on action and impact; they’re not just discussion groups talking about ideas. They’re relentlessly focused on taking action and then assessing the impact that has been achieved from that action. Their goal is learn together through action so that they can have more and more impact over time.

It’s within this context that participants both support and challenge each other. They recognize that they are venturing out into new frontiers that have not yet been explored and that there are lot of risks along the way. They’re there for each other when someone stumbles along the way. But they’re also constantly seeking a better approach to make even more progress towards the bigger opportunity ahead. They are challenging each other to find a better way.

Scaling impact

When I talk about impact groups, people often become concerned that the potential for impact becomes very limited because each group must remain relatively small in terms of the number of participants. While understandable, that concern is not warranted. Impact groups can connect with each other into broader networks that enable more and more participants to reach out and learn from each other. The platforms required to do this are still relatively early stage in their development, but there’s a significant untapped opportunity for learning platforms to scale the impact of these groups.

In fact, these learning platforms will harness two levels of network effects. There’s the basic network effect that emerges simply from the growing number of groups and participants in those groups as they find ways to connect on the same platform. But there’s an even more powerful form of network effect that comes from the opportunity to accelerate learning and performance improvement as more and more participants are motivated to learn together. It’s this second form of network effect that will ultimately enable participants to address exponentially expanding opportunities.

Bottom line

If we’re serious about moving beyond mounting performance pressure to address exponentially expanding opportunity, we’ll need to collaborate, but collaboration isn’t just about supporting each other. Collaboration in a rapidly changing world requires a willingness and eagerness to challenge each other. The paradox is that the most effective way to support each other in a rapidly changing world is to challenge each other. It’s not choosing to support or challenge – it’s recognizing that one cannot exist without the other.

The best way to do that is to cultivate the passion of the explorer among participants in small groups. And the best way to cultivate the passion of the explorer and draw people together is by framing an inspiring opportunity-based narrative.

  • 22
    Jan 21
  • 6

Emotion as the Foundation of Strategy

Category:Collaboration,Connections,Context,Emotions,Leadership,Learning,Narratives,Opportunity,Strategy,Trust

Credit to CuriousArtLab

As we head further into the new decade, we need to reflect on how the world is changing on so many levels. Given all these changes, it’s perhaps time to reassess our approach to strategy. At the risk of being viewed as a heretic, let me suggest that the successful strategies going forward will be strongly rooted in addressing the emotions of participants, rather than simply relying on facts and figures.

The Big Shift in the world

We are in the early stages of a Big Shift that is transforming our global economy, something that I have written about a lot, including here and here. This Big Shift is creating exponentially expanding opportunity – we can create far more value with far less resources far more quickly. The paradox is that, at the same time, the Big Shift is creating mounting performance pressure, making it more and more challenging to sustain the performance we’ve enjoyed in the past.

How do we resolve this paradox and make the journey from mounting performance pressure to exponentially expanding opportunity? We need to re-think strategy at a fundamental level and focus much more on the emotions of all participants so that we can truly unleash the power of pull.

The opportunity for strategy

The opportunity for strategy in the next decade and beyond is to unleash ways to deliver more and more value with fewer and fewer resources. If we’re going to succeed at that, we need to be able to anticipate the rapidly evolving unmet needs of the people we are trying to reach. We then need to be able to find ways to increase leverage, mobilizing the resources of others. We also need to find ways to accelerate learning – not learning in the form of training programs sharing existing knowledge, but learning in the form of action with others in ways that can rapidly increase impact over time by creating new knowledge in a rapidly changing world.

In the industrial age that brought us to where we are today, unmet needs were largely defined in material terms – what products and services could address our material needs, whether it involved our physical needs for food, or our broader needs to be comfortable in the physical world, like homes and cars. Meeting those material needs has been more and more successful, despite temporary setbacks like financial crises or pandemics.

Certainly, there are still large segments of the population with significant material needs, especially in trying times like this pandemic. But the mounting performance pressure of the Big Shift is also generating unmet needs at the emotional level. More and more of us are becoming consumed with the emotion of fear – and given the long-term forces shaping our world today, that fear is likely to intensify. While fear is certainly understandable, we as humans don’t want to live in fear – we have a deep hunger for hope and excitement. The institutions that understand and act to address that unmet emotional need will create enormous value for their stakeholders. Now, tell me, when was the last time you sat through a strategy discussion that began with an effort to understand the emotional needs of the participants being served by your institution?

Focusing on unmet emotional needs

The successful strategies of the next decade will begin with cultivating a deep understanding of these unmet emotional needs and then developing unique approaches that are effective in addressing these emotional needs. In this context, I have written extensively about institutional narratives, including here and here, which I believe can become a powerful instrument to build much deeper relationships with stakeholders by addressing their unmet emotional needs. I hasten to add that these new strategies will not be focused on manipulating the emotions of participants, but instead deeply understanding these emotional needs, why they exist, and how they can be addressed.

In this context, we need to be careful to “Zoom Out and Zoom In.” Don’t just look at the emotions around you today. Look ahead and anticipate how long-term forces will generate much deeper unmet emotional needs and then look for the highest impact steps you can take today to begin address those unmet needs.

Increasing leverage

But this is just the beginning. To harness the exponential opportunities that are being created by the Big Shift, all institutions will need to be much more aggressive in seeking leverage. The key to successful strategies will be to deliver significant value with as few of your own resources as possible. The global connectivity that is being fostered by the Big Shift makes it far easier to connect with a broader range of third-party resources.

But the ability to connect makes it even more important to understand what will be required to motivate third parties to invest the time and resources required to amplify the impact of your own products and services. Once again, this involves delving deeply into the emotions of the third parties that can be most helpful to you. Sure, you can and will have to offer them material rewards for collaborating with you, but you’re going to get much greater value from them if you can find ways to build trust and excite them about the longer-term opportunities for impact that can be created by coming together.

Accelerating learning

This is particularly powerful because of another strategic lever that is becoming more and more important in the Big Shift. In a rapidly changing world, the ability to learn faster becomes key to success. To be clear, I’m not talking about learning in the form of going to classes and getting credentials. I’m talking about the most powerful form of learning which is creating new knowledge through action. And, no matter how smart we are as individuals or individual institutions, we will learn a lot faster if we act together with others and challenge each other to find more creative ways to deliver more impact. In this Big Shift world, this form of learning becomes The Only Sustainable Edge.

This takes leverage to another level. When they talk about leverage, most strategists focus on transactions to access existing expertise and resources from third parties. While that is certainly helpful, the most powerful form of leverage is learning leverage, where participants come together to learn faster together.

But what’s required to motivate participants to learn faster together? My experience suggests that participants learn much faster together if they are excited by an opportunity to create more impact that is meaningful to them. Once again, though, this requires a deep understanding of the emotions of the participants. We need to understand where there’s fear and how that fear can be overcome by cultivating excitement.

Learning in the form of creating new knowledge can generate a lot of fear. After all, it’s risky. It’s never been done before. It could fail. But those who are excited about an opportunity that’s never been achieved before are driven to learn faster. They actively seek out opportunities to learn and are challenging themselves and others to find ways to achieve even greater impact. They are restless when they are not learning.

Loyalty and the pull it generates

In the end, all of this comes together in a powerful way. If we are able to excite participants about a meaningful opportunity that can bring people together and help them to learn faster together, what happens? We develop deep loyalty. This is no longer about short-term transactions that can be measured in material terms. This is about building deep and lasting trust-based relationships where we can see impact that matters to all the participants.

In a more connected world, loyalty matters. With all the connectivity we’ve created, it has become far easier to leave someone who is not meeting our needs and connect with someone else. This is a growing challenge for all institutions, especially in a world of eroding trust. Loyalty will be a powerful source of strategic advantage because it unleashes a virtuous cycle of more rapid learning with greater and greater impact.

But, it’s not just about loyalty. It’s about the Power of Pull. If we’re addressing significant unmet emotional needs of participants, word of mouth will spread and more and more participants will seek us out and want to find ways to build deeper relationships with us. Network effects will take hold and we’ll begin to see exponentially expanding impact and this in turn will unleash another virtuous cycle that will  pull more and more participants together.

I should hasten to add that this exponential opportunity will not be available for all businesses. As I’ve written elsewhere, businesses will face a painful choice in the decades ahead in terms of defining more clearly what business they are in. While all businesses will benefit by shifting to strategies that are focused on the emotions of participants, the exponential opportunity will be largely reserved for businesses that choose to become “trusted advisors.” That’s a largely untapped business opportunity today, even though everyone claims to be a “trusted advisor” to their customers.

The Big Shift in strategy

Looking back over decades, the focus of strategy has shifted in a profound way. Certainly the early days of business strategy focused on analyzing the structure of markets and industries to identify positions that could create sustainable strategic advantage.

In the past couple of decades, we’ve seen a shift away from strategies of structure to strategies of movement. Given the accelerating pace of change, the emphasis in strategy has been on how to move faster – agility has become the buzzword.

I believe we’re now on the cusp of another shift in strategy from movement to emotion. The strategies that will succeed in the future are those that focus on the emotions of the participants and find ways to cultivate deep, long-term, and trust-based relationships among a growing array of participants by meeting their deepest emotional needs. To be clear, structure and movement are still relevant, but only in the context of a deep understanding of the emotional environment. That’s a dimension that’s been largely ignored by the previous schools of strategy.

The bottom line

Strategy is ultimately about how to deliver greater impact and value with less resources in a way that is sustainable and rewarding to the provider. It’s all about doing more with less over the long-term. The strategies that generated success in the past are proving less and less effective in a rapidly changing world. To succeed in the future, we will need to evolve strategies that are shaped by a deep understanding of the emotional context and focused on addressing the unmet emotional needs of the participants. Those who do this well will succeed in tapping into the exponentially expanding opportunities created by the Big Shift.

While this post has focused on strategies for institutions, I would suggest that this shift in strategy also applies to us as individuals. But that’s a topic for another blog post

  • 12
    Jan 21
  • 2

Leveraging Longevity: Evolve Your Narrative

Category:Collaboration,Community,Connections,Emotions,Narratives,Passion

I am a contrarian. At a time when we are wrestling around the world with a pandemic that seems to keep coming back for more, I want to focus on some of the long-term trends that will be shaping our lives in the decades ahead and creating expanding opportunity. Now, more than ever, we should address that opportunity, even though it may seem a bit counter-intuitive.

One long-term trend that we should not ignore is that, even with pandemics, the average life span of people around the world is likely to continue to extend significantly. This presents both challenges and opportunities.

The Boomer opportunity

For many people, a longer life comes as a surprise. To the extent they have saved money along the way, they may find that they have not saved enough – they didn’t expect to live that long. At the same time, many are now seeing that there’s an opportunity to define a whole new chapter in their life – a chapter where they can aspire to having an impact that is much more meaningful to them and to others.

There’s a significant shift within the Boomer generation in the United States. In the past, the assumption was that someone would retire and then go out and golf or play bridge for a few years until the Grim Reaper would come and take them away.

Now, fewer and fewer Boomers are willing to embrace that path. They’re viewing retirement as an opportunity to step back and reflect on what really matters to them and find ways to make a difference that matters. In this context, I highly recommend the book “Disrupt Aging” by Jo Ann Jenkins, the CEO of the AARP.

For many, they are continuing to work and earn money, but they are shifting to work that excites them and motivates them to have an impact. Often, they are taking a hobby that really has excited them throughout their life like wood-working or gardening and finding a way to make a living from it. In other cases, they are dedicating more time to community initiatives that are meaningful to them.

Some fortunate Boomers already know what really excites them, but my research indicates that is a very small number. The challenge is that this generation grew up in a world where the key message was to go find a job that could earn a decent living. It was all about income and status in the community. The message was, if you have a passion or are really excited about something, pursue that in your leisure time, but don’t let it distract you from doing what’s necessary to advance in your chosen career.  And, if you don’t have a passion, that’s fine – very few people are capable of passion and it’s often a distraction from making a good living.

So, many Boomers are now facing the challenge and opportunity of finding out what really excites them. How do they do that? Well, that’s a key focus of my new book, The Journey Beyond Fear. It won’t be published until May, but I can give you some hints regarding approaches that have been helpful for me and others whom I’ve worked with.

The role of personal narrative

One approach is to make an effort to articulate and reflect on the personal narrative that is shaping your choices and actions today. As I’ve written about here, here, and here, I have a very different view of narrative than most. In this context, it involves looking ahead and determining whether your view of the future is shaped by threat or opportunity. If it’s an opportunity that really inspires and excites you, what is that opportunity and why do you find it so exciting?

Many people find that articulating their personal narrative is an eye-opener. More and more of us are driven by a view of a significant threat out in the future – e.g., loss of income, erosion of cultural values, or illness. We’re driven by fear.

Articulating our personal narrative can become a catalyst to begin the search for opportunities that really excite and inspire us.

This search can lead to discovering for the first time the passion of the explorer that lies within all of us, waiting to be found and drawn out. Again, I have a very specific view of passion that I’ve written about here and here. I’ve come to believe that the passion of the explorer is key to motivate us to have increasing impact in an area that is truly meaningful to us. And I’ve also come to believe that we’ll have much more impact if we can find ways to integrate our passion with the work that helps us to earn a living.

OK, I can hear the skeptics among us saying that this is all a hopeless fantasy. Even if we could discover our passion, we could never make a living from it. Well, but that’s what’s so interesting about the Boomers. Many of them (but certainly not all) have accumulated savings and have the ability to pursue something that, at least in its early stages, may not generate significant revenue.

Fragmentation expands opportunity

But this is where another long-term trend comes into play that I believe will help more and more Boomers to find and pursue something that is really meaningful to them and to others. Many years ago, I led a research effort looking at fragmentation and concentration trends in the global economy – the primary research report can be accessed here.

Long story short, we found that a significant part of the economy is fragmenting over time. What’s fragmenting are product and service businesses. It started in digital product businesses like videos, music and software, but this fragmentation trend is increasingly spreading into physical product businesses like craft beer and craft chocolate.

There are many forces at work driving this trend. It starts with the increasing desire of customers for products and services that are tailored to their specific needs and that will evolve quickly as their needs evolve. Customers are less and less willing to settle for highly standardized, mass market products.

On the supply side, the fragmentation of these businesses is supported by the increasing availability of scale intensive resources that significantly reduce the cost of entering and building a business. Think about it. If it’s a physical product, we can find a contract manufacturer to produce the product. We can rely on massive logistics networks to get the product from the factory to the customer. We can use online market platforms to find and connect with relevant customers, wherever they are in the world.

We actually need less and less investment to get started in these product and service businesses. Now, because of fragmentation, these businesses are unlikely to become massive, global corporations, but they can certainly provide a comfortable living for a small number of people who come together to build and operate the business.

And this is what more and more Boomers are discovering. As they evolve a personal narrative that is focused on an opportunity that is exciting and meaningful to them and to others, they can begin to build a business to address that opportunity and draw out the passion of the explorer. Now, that expanding life span becomes energizing, rather than intimidating – it’s an opportunity to find a way to make a difference that’s rewarding for everyone involved. It helps to motivate Boomers to invest the time and effort to articulate and evolve a personal narrative and, in the process, to discover that long hidden passion of the explorer.

And, yes, we need to acknowledge that the pandemic period can be very challenging for starting a new business, especially if it involves personal contact with customers, given widespread restrictions on business activity. Nevertheless, this is the window that Boomers can use to gain clarity around the opportunity that excites them and begin to prepare for the launch of a business when the restrictions ease.

Also, I have been talking about the opportunity in terms of a business, but the opportunity could take many different forms, including charities, local community initiatives to strengthen the community or much broader movements to drive significant change. While I haven’t done specific research on these other approaches to impact (except for movements), I believe that many of the forces that are making it easier to start new product and service businesses will also make it easier to launch other, non-commercial initiatives.

A growing number of people, including Chip Conley, with his Modern Elder Academy, and Marc Freedman, with his Encore.org initiative, are recognizing the growing desire of Boomers to find ways to have meaningful impact and mobilizing to support them on their journey.

Beyond the Boomers – an opportunity for everyone

So far, I’ve been talking about this in terms of Boomers and the opportunity created by longer life spans. But, if we focus on the other trend of fragmentation of product and service businesses, we can begin to see how this applies to all of us, regardless of our current age. Wherever we are in our life’s journey, we now have more and more opportunity to pursue work that’s exciting and meaningful, and not just a source of income.

But the key is to make the effort to reflect on what is most exciting and meaningful to us. There’s now a significant incentive to do this.

And crises like the pandemic can also become a catalyst. I’m struck by the number of people I’ve talked to who have told me that the pandemic has caused them to step back and take the time to reflect on what really matters to them. Many of them have been quite disappointed to discover that most of their time is being spent on things that do not matter to them, often because they were driven by a sense of fear that pre-dated the pandemic. But now they’re on a quest to change that.

The pandemic is just one manifestation of the much broader trend towards mounting performance pressure in our global economy. Fear is a natural human reaction to a world of mounting performance pressure. But here’s the thing. We’ll be much better able to respond to the growing pressure if we can find something that excites and motivates us, rather than just pushing forward on a path that has little meaning.

And the paradox is that the same forces that are generating mounting performance pressure are also creating expanding opportunity. But we need to find ways to discover and focus on the opportunities that are most meaningful to us if we are going to overcome the pressure.

This applies to all of us, including those who are marginalized in our communities and struggling to stay alive, much less earn a decent living. We need to mobilize to create environments that will help all of us to find the motivation and resources to achieve impact that matters.

Bottom line

Long-term forces are making it more and more important for us to step back and reflect on our personal narrative so that we can focus more effectively on emerging opportunities that can help us achieve more meaningful impact. By framing these opportunities, we can draw out the passion of the explorer that will help us to address growing pressure and connect with others on the rewarding journey that awaits us. The pandemic is a significant near-term obstacle to be overcome, but it can become a catalyst for action if we stay focused on the opportunities ahead.

<For those who are interested in learning more about how to articulate, reflect on, and evolve your personal narrative to achieve more meaningful impact, check out some of the online courses that I offer here.>

  • 07
    Sep 20
  • 1

From Shareholder to Stakeholder Market Economies

Category:Collaboration,Community,Connections,Context,Institutional Innovation,Learning,Opportunity,Passion,Potential,Trust

What better day than Labor Day in the U.S. to address the growing discussion about shareholders and stakeholders in market economies?

In recent years, there’s been more and more discussion about the need to expand corporate horizons beyond just serving shareholders to serving a broader range of “stakeholders.” While at one level this is long overdue, I fear the need is being expressed too narrowly.

It’s often framed as a choice – do we serve shareholders or serve other stakeholders, like employees, customers, business partners and community members? I’d like to suggest that it’s not an either/or choice but a both/and. Given the way the world is changing, the best way to generate expanding returns for shareholders is to find more creative ways of serving the evolving needs of all stakeholders. Those who continue to focus narrowly on shareholder interests will be increasingly marginalized and prove to be a deep disappointment to their shareholders.

Why is this true? Let’s look at how the world is changing, building on some of the perspectives that I outlined in my book The Power of Pull.

Diminishing returns from current approaches

For over a century, we’ve lived in a global industrial economy where the key to economic success was achieving economies of scale in asset intensive businesses. Those asset intensive businesses required massive investment and shareholders were increasingly demanding short-term returns on their investments.

This led to the emergence and growth of the scalable efficiency institutional model that has ruled the business world. The key to economic success was to become more and more efficient at scale, with a relentless focus on cost reduction and delivering short-term quarterly returns to shareholders.

But here’s the problem. The world is changing. What was efficient and successful in the past is becoming less and less successful over time. Need some evidence for this assertion? Check out the work I have done on return on asset trends for all public companies in the US. It turns out that from 1965 until today, return on assets for all public companies has declined by 75%, it has been a long and sustained erosion. (I know the link I provided only showed results up to 2015 but we have recently updated this to 2019 – the trend continues, and I will be writing more about this soon.)

Now, I will point out that return on assets is not the same as return to shareholders. It turns out that over this time, return to shareholders has also declined, but the decline has been cushioned by a series of financial engineering measures designed to serve the needs of shareholders – adding debt to the balance sheet, and increasing dividends and stock buybacks. Companies are remaining focused on serving the shareholder, but this is not a sustainable approach in a world of decreasing return on assets. There’s only so much debt that can be added to the balance sheet and less cash available to increase dividends and stock buybacks.

The scalable efficiency model

This erosion in return on assets is particularly ironic because we increasingly live in a global economy where much more value can be created with far less resources and far more quickly than was ever imaginable a few decades ago. What’s preventing us from harnessing this opportunity? It’s the scalable efficiency model.

Scalable efficiency encourages us to squeeze all other stakeholders in our never-ending quest to become more efficient. Employees? Keep their salaries as low as possible while increasing their production quotas. Business partners? Seek to get as much from them while paying them as little as possible. Customers? Raise your prices wherever possible and find ways to lower the production costs, even if quality may suffer. Community members? They’re a distraction – stay focused on the means of production.

But here’s the problem. Scalable efficiency is a diminishing returns proposition. The more efficient we become, the longer and harder we have to work to get the next increment of efficiency. The paradox is that, the more we focus on delivering short-term returns to shareholders through scalable efficiency, the lower those returns will be over time.

This approach diverts our attention from the opportunity to create more value – all our attention is focused on cutting costs. In a world of exponentially expanding opportunity, that’s a big loss. Here’s another paradox: the more we focus on delivering exponentially expanding value to shareholders, the more we will need to commit to address the needs of all stakeholders. Why is that?

Addressing the context of all stakeholders

Value depends on a deep understanding of context – the context of all stakeholders. It’s a key reason that I’ve suggested we’re moving from the Industrial Age to the Contextual Age.

It starts with the customer. Customers are becoming more and more powerful and increasingly insisting on products and services that are tailored to their specific and rapidly evolving needs. Understanding and anticipating those needs requires a rich understanding of the context of our customers. The most successful companies will be those who don’t just wait for customers to tell them what they need, but who instead invest the time and effort to anticipate those needs – and who understand the needs that are most fundamental and rapidly expanding.

But, that’s just the beginning. The companies that will be most successful will harness the potential for expanding leverage – creating more much more value with far less resources of their own. They will deliver much greater returns to shareholders. But the focus on leverage requires a deep understanding of the context of an expanding array of potential business partners. Understanding the context of business partners helps to identify their needs and what would motivate them to devote more time and effort to delivering more value to you and your customers. You will be much more successful in harnessing the power of pull and expanding your ecosystem of business partners if you understand and serve their needs.

And, of course, there are your employees. In a rapidly changing world, it has become a truism that employees are going to have to commit to lifelong learning. The learning that is most valuable is learning in the form of creating new knowledge through action together with others. The institutions that succeed in the future will be those who make the journey from scalable efficiency to scalable learning.

But few people are asking what’s the motivation to learn. The unstated assumption is that it’s fear – if you don’t learn faster, you’ll lose your job. While fear can motivate some learning, it’s a very limited motivator, especially when the learning involves risk-taking and working closely with others. As I’ve discussed elsewhere, the passion of the explorer is a much more powerful motivator for learning.

The challenge is that very few workers today have that kind of passion for their work, as some of my recent research demonstrated. If we are really committed to cultivating that passion in our workforce, we need to develop a much deeper understanding of the personal context of our employees and what kind of impact has the most value and meaning for them. If we’re not addressing this value and meaning for our employees, we will not be successful in motivating them to learn faster and find ways to deliver more and more value to their colleagues, business partners and customers. We will not pull out of them more and more of their potential.

And, if we’re serious about serving the needs and delivering more and more value to our customers, business partners and employees, that inevitably leads to addressing another set of stakeholders – members of the communities we live and operate in. Our communities are a key element of the context for all of our stakeholders. If our communities are not thriving, then our other stakeholders will find it much more challenging to achieve the potential and impact that is most meaningful to them. The companies that understand the needs of their communities and actively contribute to their flourishing will be much more successful in creating value for their other stakeholders.

Bottom line

To harness the exponentially expanding opportunities that are emerging in our Big Shift world, we need to become much more aggressive in creating and delivering value for all our stakeholders. Shareholders will receive far more value from companies that find ways to expand leverage and accelerate learning. Those are the companies that will create much more value with far less resources and far more quickly than other companies. But leverage and learning require a deep commitment to all stakeholders – understanding their context and the value that is most meaningful to them and committing to deliver value to them. By addressing the needs of all stakeholders, companies will unleash the network effects that can create exponentially expanding value for shareholders, and for all stakeholders.

  • 24
    Aug 20
  • 1

A Deep Dive Into the Passion of the Explorer

Category:Collaboration,Crisis,Emotions,Exploration,Learning,Passion,Potential

During the current pandemic, I’m struck by the number of people who have told me that this crisis has been a catalyst for them to reflect on what’s really important to them. Through reflection, they’ve come to realize that most of their time has been spent on activities that have little, if any, meaning for them.

As an optimist, I’d like to believe that is one positive outcome of the pandemic – it will be a catalyst for us to reflect on what really matters to us – what are we really passionate about? The challenge is that most of us have not yet found the passion that can provide us with a living. In fact, a survey that I recently completed of the US workforce indicates that, at most, only about 14% of US workers are passionate about the work they are doing.

There are many reasons for this. In part, we live in a society that tells us from an early age to focus on a career that will pay us well and that passion is something to be pursued after hours, as a hobby. We also work in institutions that are deeply suspicious of passion – passionate people tend to take risks and often deviate from their assigned tasks.

But the paradox is that we live in a world of mounting performance pressure where passion becomes the key to turning pressure into opportunity. To be clear, I’m talking about a very specific form of passion – the passion of the explorer – that emerged from my research into arenas where participants deliver sustained extreme performance improvement. This form of passion has three components:

  • A long-term commitment to achieving increasing impact in a specific domain
  • A questing disposition that seeks out new challenges
  • A connecting disposition that seeks to connect with others when addressing new challenges to achieve greater impact

People with this form of passion are motivated to learn faster and will be the most successful in a rapidly changing world. If you’re not passionate about the work you’re doing, you’ll fall further and further behind as you compete with people who are passionate. And, of course, you won’t find much meaning in your work to give you a sense of fulfillment.

I’m hopeful that this pandemic will drive more and more of us to embark on a quest to find and nurture our passion, and to find a way to make a living by pursuing our passion. In the new book that I’m writing, I focus on the lessons that I’ve learned on my journey to uncover my passion and integrate it with my profession.

On the side, I’ve been collaborating with Tracey Grose, who is putting together a program where I can share some of these lessons with others who are on a similar journey. Those who participate in this program will get a preview, and a deeper dive, into some of the approaches that I will be covering in this new book.

In this program, Catalyzing Impact, we’ll start by explaining why the passion of the explorer is becoming more and more central to success. It will help to reinforce the growing awareness that passion is not just a “nice to have,” but a “must have” if we are going to thrive in an increasingly challenging world.

But the bulk of the program will focus on the approaches that can help us to find and cultivate our passion of the explorer and then integrate it with our work. I will challenge everyone to find this passion within themselves, driven by a belief that we all, as human beings, have a capacity for, and hunger for, the passion of the explorer.

Part of this involves reflection on our past, but it also requires us to look ahead and reflect on what our view of the future is and how it shapes our actions today. It also will involve looking around and looking for patterns in people who inspire us and who give us energy.

We will also look at the work that consumes much of our lives and focus on the activities, if any, that generate excitement within us. While many of us will not find ways to cultivate passion in the work that we are currently pursuing, there are sometimes opportunities to evolve our current work in ways that are more aligned with the passion of the explorer that we are uncovering.

More likely than not, we’ll find many elements that could be indicators of the passion that resides within us. Part of our effort will be to weave these elements together as we begin to see underlying patterns that connect what at first appear to be diverse elements. While some will be struck with a sudden revelation of the passion within themselves, for many this will be the beginning of a longer journey of exploration.

Part of the program will be designed to help participants pursue their exploration beyond the program. In this context, I will highlight the role that impact groups can play in our journey. My experience is that journeys become a lot more enriching and enlightening when made together with others.

I’ve become a strong proponent of participation in small impact groups – they typically involve 3-15 people. The participants in these impact groups share a commitment to a quest – in this case, it is the effort to find and cultivate a passion of the explorer. They meet on a regular basis – usually weekly, if not more frequently – and they build deep, trust-based relationships with each other as they pursue their journey together. They challenge each other to make more progress, but they also encourage and support each other when they run into unexpected obstacles or challenges.

This program will help participants to understand the value of these impact groups. It will provide guidance on how to bring these impact groups together and how to manage these impact groups so that participants can get the most value from their interactions.

The intent is for the program to be a catalyst for discovery and to motivate people to pursue a journey that is designed to help them discover and cultivate their passion of the explorer and to find ways to integrate that passion with their work so that they can increase their impact in a meaningful way in all dimensions of their lives. I hope you will be able to join Tracey and me in this program – please sign up here.

  • 20
    Aug 20
  • 23

Beyond Our Edge

Category:Collaboration,Creation Spaces,Edges,Emotions,Exploration,Institutional Innovation,Learning,Movements,Narratives,Opportunity,Passion,Potential,Trust

I’ve got some exciting news. I’ve opened up a new company – Beyond Our Edge, LLC.  Its goal is to motivate more and more people to come together and move beyond our edge so that we can achieve more of our potential together. Many of us are already drawn to our edge, but we’ll be much more likely to move beyond our edge if we come together on the journey. I’ve always been inspired by the African proverb: “If you want to go fast, go alone; but if you want to go far, go together.”

This move has been made possible by my retirement from Deloitte, even though I have no intention of “retiring.” I’m now free to venture beyond my edge and I’ll want to connect with others who share my passion for exploration and driving meaningful change.

My next book

In that context, my first priority is to finish writing my next book – its working title is “From Pressure to Passion.” Two triggers motivated me to write this book. First, even though my business career has been largely focused on business strategy, I’ve come to believe that achieving impact depends less on strategy and more on psychology – if we don’t see and understand the emotions that are driving our choices and actions, we’ll never achieve what we really need and want. Second, as I’ve traveled around the world over the past several years (well before the current pandemic), the dominant emotion that I encountered everywhere is fear – at the highest levels of organizations, on the front lines and out in the community.

While that fear is understandable – there are many reasons to be afraid – it’s also potentially very dysfunctional. We need to acknowledge the fear but, equally importantly, we need to find ways to cultivate hope and excitement that will motivate us to move forward in spite of our fear. My new book is partly about my personal journey from fear to hope and excitement, but it draws on that experience to outline approaches that we all can use to make that journey.

While my book focuses on helping people to make this personal journey, it also highlights the need to drive fundamental change in the environments that we live in. We’re in a world that’s rapidly evolving. It’s a paradoxical world – it provides exponentially expanding opportunity as well as mounting performance pressure.

Bringing movements together

Right now, most of us are experiencing mounting performance pressure, in part because all our institutions were designed for an earlier, more stable world. The institutions that provided stability in the past are increasingly proving ill-equipped for the rapidly changing world around us. We all see this. It’s a key reason that trust in all our institutions is eroding around the world. It’s also feeding our fear – the institutions that we thought we could rely on are increasingly failing us.

Our institutions have become significant barriers to our efforts to harness the exponentially expanding opportunity that’s now becoming available to us. So, even if we find ways to overcome our fear and take more bold moves to pursue opportunities, we’ll find our existing institutions standing in our way and limiting our potential for impact.

That’s why we need to drive change on two fronts – individual change and institutional change. For decades, we’ve had two movements proceeding in parallel – the human potential movement and social change movements. The challenge is that there’s very little interaction between these two movements – it’s either all about helping individuals to overcome their internal obstacles or driving change in the broader society or economy. Unless we can drive change on both fronts, we’ll never create the conditions that will enable all of us to achieve much more of our potential by harnessing exponentially expanding opportunity. We need to find ways to bring these two movements together.

Impact groups inspired by narratives

It will come as no surprise to those who’ve been following me to hear that I believe the key to bringing these two movements together is to focus on organizing small impact groups that can then connect and scale their efforts through broader networks and platforms.

Let me be clear – to harness exponentially expanding opportunities, we need to come together. If we act alone, we’ll only achieve a small fraction of the potential available to us. By coming together, we’ll be much more likely to overcome our fear and find the courage to move beyond our edges and achieve much more of our potential.

What will it take to bring us together? I’ve become a strong proponent of opportunity-based narratives that frame really big, inspiring opportunities in the future and that represent a call to action to all of us today, emphasizing that those opportunities will not be achieved unless we act together. Imagine what amazing things we could accomplish if we all came together?

Understanding edges

As we come together, we need to find ways to help each other move beyond our edge. In this context, edges have many meanings. At one level, edges are defined by areas of expertise – for example, marketing, economics or equipment maintenance. At another level, edges are defined by our comfort zones – where do we start to become uncomfortable when confronted with new experiences?

For many of us, edges create the image of a cliff where we need to be very careful or we’ll slip and slide into oblivion. I prefer to view edges as walls – they’re the boundaries that limit our ability to explore and discover more of our potential. And we can’t just look beyond the walls, we need to climb over the walls and explore the territory that’s been hidden from us.

Sure, venturing beyond these walls can be scary and make us very uncomfortable because we’re venturing into unknown territory, but we’re much more likely to make the journey if we’re joined by others whom we trust and who will provide us with support and encouragement. We’re also likely to learn more if we go together, rather than heading out alone. No matter how smart any of us are, we’ll learn a lot faster if we’re sharing experiences with others and learning through action together.

Bottom line

I’m hoping that my new book will become a catalyst to motivate more of us to venture beyond our edge together. Over the next several months, I’ll be looking to connect with others who share my conviction that there’s exponentially expanding opportunity available to all of us if we choose to address the root causes that are holding us back – the emotion of fear within all of us and the institutions that are increasingly serving as barriers to progress. It’s an unprecedented opportunity, but we need to act now, together, and venture beyond our edge.

NEW BOOK

(if you've read the book, click here)

My new book, The Journey Beyond Fear, starts with the observation that fear is becoming the dominant emotion for people around the world. While understandable, fear is also very limiting.

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The book explores a variety of approaches we can pursue to cultivate emotions of hope and excitement that will help us to move forward despite fear and achieve more of our potential. You can order the book at Amazon.

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