Sometimes people ask me when I “have time to come up with so many new ideas?”
I wonder if they think I just sit at my desk and think. I don’t.
Thinking is work, yes, but most of my ideas come when I am “in delivery” — in front of a room of people, speaking or facilitating. I test them in real time and see which ones land.
Continue reading “Adjust the Bullseye”I have a slide that I use in multiple decks. It looks like this:
One of the phrases I often hear during strategic planning sessions is the need for “evidence-based decision making.” This reference comes up across many sectors, along with the occasional musing about what is considered “evidence” at all.
As I’ve been working with various Boards of Directors at the environmental scanning stage of strategic planning recently, I’ve been thinking about what they need to be well-equipped to make the decisions facing them.
Continue reading “Well-Equipped Decision Makers”One of the techniques I often use when helping a group make a big decision together is to identify how to make the decision before actually making it. Identifying decision-making criteria and processes slows the pace (in a good way!), lowers the temperature, and helps people make their thinking explicit to one another.
But then they need to follow the process they’ve set. Continue reading “Follow Your Process”
I’m a stickler for good process.
If you live in Ontario Canada, or have been watching the news from elsewhere, you may be aware that this week has been a gong show on that front. We’ve been subject to chaotic leadership of the highest (lowest?) order as our province navigates COVID-19’s third wave.
In trying to make sense of it all, I find myself drawing on what I know about stakeholder engagement and collective decision making. Continue reading “Read the Room”
