The Problem with our Pursuit for Perfection and the Life-Changing Practice of Good Enough’


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 It's not 'drawing'...



with Lynne Cazaly
using The Visual Mojo Method
1 day practical workshop for your team
Build this powerful, influential skill to help make sense of change, communicate clearly and engage people in the most challenging situations

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    Entries in collaboration (57)


    Hidden experience is a huge cause of productivity loss

    This week I’m writing about experience people have that you might be ignoring. A barrier to hearing people’s experience is often the leader’s resistance to it.

    - Why wouldn’t you want to know about expertise that exists in your team?

    - Why wouldn't you want to know this information?

    - Why wouldn’t you want to hear it?

    ‘Why don’t people listen?’ author, Hugh Mackay says we don’t want to listen due to the fear that what we hear will change us.

    Australian Olympic athlete Cathy Freeman says 'when I'm in a bad mood, I don't listen.'

    Oscar Trimboli, author of ‘Deep Listening' says by not listening ’the same issues keep occurring therefore people are blamed.’ Excuses like: No time Too much to do Too hard Too many people to get through ...are excuses with simple answers.

    It takes effort and empathy to pay attention to people, especially when they're sharing their story, and it’s not about you. New ways of working require us to change what we do so we can make progress through these tricky times. To listen and learn from others is a key part of this. And for many people this indeed is a 'new way of working'. 


    Map your expertise

    Yesterday I lamented the waste of not knowing what people have experienced when they join the team. So here’s what to do: Map the expertise.

    Not a spreadsheet or a folder of resumes/CVs that no one will ever read. Make a map of your expertise and make it visible and available. I call them ‘experience maps’.

    1. Schedule an 'experience share' meeting now.

    2. Give people time to prepare their map.

    3. Everyone talks through what they’ve done and shows their experience map.

    4. The map lives on and can be updated over time.

    A learning-focused organisation sees the efficiency, and practicality of involving people to capture, hear and see the experience in the business. And then they leverage it. It’s wasteful, ignorant and unproductive not to.

    What about you? What skills or experience do you have that people wouldn’t know? 


    The tragedy of untapped expertise

    The tragedy of untapped expertise.

    How often in a meeting, you know what’s happening, you have experience to add, you’ve seen the thing, done the thing the group is thinking about or working on ... yet your experience is:

    * Overlooked

    * Ignored

    * Forgotten

    * Dismissed

    * Excluded

    * Bypassed

    * Invisible?


    A life hack calendar on my wall has the quote: "Learning from mistakes is wise, learning from the mistakes of others is quicker and easier”. Your experience is awesome and valuable. Do not ever, ever doubt that.

    What’s missing is a way to gather that experience, synthesise it, make sense of it and bring it into the team and organisation. Simply telling an ‘I’ve done this’ or a ‘When I worked at x’ story doesn't seem to cover the breadth and depth of our experiences.

    So leaders: you must elicit the expertise in the room, team or group. No matter who, or what or from where. It’s one of the biggest no-brainers in the workplace today too often overlooked. For planning, strategy, problem solving, you don’t need to always start at the zero point. You’ve got incredible expertise on tap, and you’re simply - and seriously - not tapping it. Get tapping.

    How does it feel to not be 'seen' or heard?


    There is power in 'collective sense'

    There is power in 'collective sense'. This week I'm posting on sensemaking, the skill in understanding the deeper meaning of something.

    How do you do it? Write some stuff down and write it in a layout that looks more like a map rather than a list. When you do this in a meeting and other people can see that map, you start to do ‘collective sensemaking’. Making sense of things together.

    Collective sense is in contrast to lone voices and egos who dominate meetings, propose solutions prematurely, or shut people down. It’s in contrast to the loud speakers, the interrupters and the repeaters. Collective sensemaking makes better leaders, and it's a skill today's leaders need to sharpen up on.

    I’ll leave you with these four templates from my book ‘Making Sense: A Handbook for the Future of Work’:

    1. a simple line or continuum

    2. a set of stairs (have you ever presented information about 'stepping up or improving'; this is an ideal shape and template)

    3. a path or road with signs (journey, anyone?)

    4. network diagram (from earlier this week). Give a like if you've learned something this week about sensemaking.

    🤔 What are you trying to make sense of at work? 


    Don't be bored will you

    Some days are filled with so many activities, commitments and appointments back-to-back there’s no time for anything else. No deliberate anything, not even lunch on some days. (Boo!)

    As a child, I frequently said to my mum, ‘I’m bored!’ and she’d list off a few things I could do to counter the boredom. I had a creative mind and was always looking for something to work on, play with, experiment or try.

    In the modern workplace, lurching from meeting to meeting, screen to screen, racing through the day, something big about this isn’t right.

    It’s not sustainable and it’s not smart.

    Are we allowing, creating or letting ourselves be a little bored? Even for a few minutes? Great creativity, ingenuity and insightful thinking comes when you let yourself be bored.

    Your brain goes to work providing you with potential solutions to the problems you’ve been endlessly giving it. If there’s no break, there’s no space.

    Rather than automatically reaching for your device to fill the space, have a go and let yourself be bored. Notice things and people; think ... whatever comes to mind. This allows us to make sharper connections when we really need them.

    How could you let yourself be boredf?