Stop thinking, start living

I try and read the book Stop Thinking Start Living at some stage of each year.

It's a classic and a quick read and is a brilliant reminder to get outta your head and into yer life!

I might read it on a plane, while I'm staying in a hotel while away for work or simply pick it up and read a few chunks when I need it, or even when I don't!

When things get a bit much or you find yourself deep in your thoughts... too deep... this one can work so well. 

The first time I read it, I wrote up this page of dot points on a piece of bright pink fluro paper.

This page is a little faded now, but it is my list of reminders on a pinboard in my office to help me lead my own thinking better. It's my shortcut to the book, my key messages or my list of 'must try and dos'. 

While the dot point list has sentimental value, I find it challenging to recall any more than one or two from the list - no matter how many times I've read it. 

So this visual I created this afternoon will give my mind all the visual anchors it needs to recall the detail and retain the essence of my 'takeaways' of the book - so much better than the list. 

 It's my end of year wish to you that you too can stop thinking and start living - particularly at this time of year when families are together... or not, and friends are there for you... or not.

You are always there for you. So get on and live rather than thinking about living. 

Stargazing, grounded - or a balance?

Everyone is on a board - even if you don't think you are...you are.

On a board in your organisation, in your family, in community groups and through recreational interests. You may not be an actual director, but you're sure to be contributing to decision making, a vision, implementation and leadership activities through everything you do. 

I think Lucy Marcus' work challenging conventional wisdom in and out of board rooms is brilliant. She has some wise advice for corporate governance, no matter the size of the organisation.

While I was listening to one of her presentations in Australia a little while ago, I visualized her key points:

Some of these messages are clear and common sense:

- strong boards build strong companies 

- have diversity around the table

- be up to speed 

- contribute or exit.

But others are less often talked about around the table:
- the need to balance 'star gazing' with being grounded
- the characters in the play are often the same (I think this applies to any type of committee, group or team we are a part of)
- many board members are a little bit "huh???" when it comes to social media and social strategy ... so they're (you're) not actually up to speed then!

So whatever 'board' you're on, work at it smarter and harder - without 'over boarding'... otherwise get off.

I'd love to hear about your recent board experiences or thoughts on board leadership.

Visual Stories : a template

During my visit to New Zealand last week I enjoyed a couple of tasty dinners out with some of the great people from Agile Wellington Meetup and Boost New Media.

Over a glass of New Zealand Pinot Noir, I noticed how we shared story after story after story - personal stories, travel stories, food stories, funny stories, business stories ... laughter here and there, learning, sharing and connecting. 

Stories are certainly on the rise! Their value and impact when they are used to communicate key messages across teams and organisations is undeniable too! (You can read more about how to use stories in business in the book 'Hooked: How leaders connect, engage and inspire with storytelling', by my Thought Leadership colleagues Gabrielle Dolan & Yamini Naidu.)

 

While telling the stories is one aspect of great communication, recalling and revisiting them later on is another aspect that I think needs greater attention and focus.

In a client workshop recently, one of the senior leaders shared so many brilliant and inspiring stories throughout the day.  We heard sales stories, planning and project stories, tales of challenge and of achievement and so many other inspiring messages. You could see and feel how well the content, style and messages impacted on the team.

So that these powerful stories weren't 'lost', I visually captured them.


This is the type of output I captured for one of the team's sessions. Small circles or vignettes are great shapes to write some words and icons to remind the team of the key content from the stories being shared as we travel along throughout the workshop or meeting. 

Be sure to relax... you don't need all of the details covered in every story. I often say 'A small visual anchor can hold a weight of information'. You only need a small visual to remind you and others of the detail and content and how you felt about the story and its message. Given you didn't hear the leader's stories from last week, these visuals won't mean so much, but it's the style or design or approach I'm interested in you grasping. 

So... to make sure you don't 'lose the plot' when it comes to stories, I'm sharing my template.  It makes them Visual Stories and helps prolong their life beyond the telling in the here and now. 

Click to save it, print it out or sketch out your own series of circles (or other shapes) to collect the key points and learnings the next time you hear a great story you want to remember. Use one circle per story, or one circle for each key point or moral of the story.

In this way you can quickly review, revisit and retell these chunks of content and information.  

The end!

 

If you scare people you won't get started

Last week I presented at the Agile Australia conference and also attended some brilliant sessions with people like Mary Poppendick, Dave Snowden of Cognitive Edge, and Bjarte Bogsnes author of 'Implementing Beyond Budgeting'.

Bjarte's session, thinking and message was around helping organisations perform to their highest potential. My visualisation of his presentation is here as well as below.

Bjarte delivered some clear messages:

• measurement alone changes nothing
• businesses cut costs because they're not addressing culture and
• if you scare people, you won't get started!

I enjoyed his metaphors of traffic lights vs roundabouts. He asked 'Which is most efficient?,  'Who is in control?' and 'Where are values most important?'

He doesn't want you to get rid of budgets; rather we need to change our mindsets around cost, KPIs and processes. Traditional leadership and management isn't working and the environments we work in are too complex. 

There's a similiar style of presentation from Bjarte here from 2012 if you'd like to see more. 

Leading Corporate Transformation

To lead organisations through significant change and transformation, you need broader and deeper thinking, and use more than emotion alone - so said Hans-Ulrich Maerki, former Chairman and General Manager of IBM in Europe.

He gave a presentation last week on how to lead transformative change.

He also referred to the book of Louise V Gerstner Jnr, former IBM Chairman and CEO : 'Who says elephants can't dance' which details how the fortunes of IBM were turned around. 

Above all he asked 'how closely are we living up to the values' of the organisation. 
 
My visualisation of his 20 minute presentation is this week's sip of information distilled from a presentation.