Simplifying Organizational Change: A Guide for the Perplexed

Simplifying Organizational Change: A Guide for the Perplexed

Here’s a 4-step, open process for making change easier—both for you and your organization.

Most organizational leaders have encountered a certain paralysis around efforts to implement culture change—perhaps because of perceived difficulty or the time necessary for realizing our work. But change is only as difficult as we choose to make it. In order to lead successful change efforts, we must simplify our understanding and approach to change.

Change isn’t something rare. We live everyday life in a continuous state of change—from grappling with the speed of innovation to simply interacting with the environment around us. Quite simply, change is how we process, disseminate, and adopt new information. And whether you’re leading a team or an organization—or are simply breathing—you’ll benefit from a more focused, simplified approach to change. Here’s a process that can save you time and reduce frustration.

Three interactions with change

Everyone interacts with change in different ways. Those differences are based on who we are, our own unique experiences, and our core beliefs. In fact, only 5% of decision making involves conscious processing. Even when you don’t think you’re making a decision, you are actually making a decision (that is, to not take action).

So you see, two actors are at play in situations involving change. The first is the human decision maker. The second is the information coming to the decision maker. Both are present in three sets of interactions at varying stages in the decision-making process.

Engaging change

First, we must understand that uncertainty is really the result of “new information” we must process. We must accept where we are, at that moment, while waiting for additional information. Engaging with change requires us to trust—at the very least, ourselves and our capacity to manage—as new information continues to arrive. Everyone will respond to new information differently, and those responses are based on multiple factors: general hardwiring, unconscious needs that need to be met to feel safe, and so on. How do you feel safe in periods of uncertainty? Are you routine driven? Do you need details or need to assess risk? Are you good with figuring it out on the fly? Or does safety feel like creating something brand new?

Navigating change

“Navigating” doesn’t necessarily mean “going around” something safely. It’s knowing how to “get through it.” Navigating change truly requires “all hands on deck” in order to keep everything intact and moving forward as we encounter each oncoming wave of new information. Everyone around you has something to contribute to the process of navigation; leverage them for “smooth sailing.”

Adopting change

Only a small set of members in your organization will be truly comfortable with adopting change. But that committed and confident minority can spread the fire of change and help you grow some innovative ideas within your organization. Consider taking advantage of what researchers call “the pendulum effect,” which holds that a group as small as 5% of an organization’s population can influence a crowd’s direction (the other 95% will follow along without realizing it). Moreover, scientists at Rensselaer Polytechnic Institute have found that when just 10% of a population holds an unshakable belief, that belief will always be adopted by a majority. Findings from this cognitive study have implications for the spread of innovations and movements within a collective group of people. Opportunities for mass adoption are directly related to your influence with the external parties around you.

A useful matrix to guide culture change

So far, we’ve identified three “interactions” every person, team, or department will experience with change: “engaging,” “navigating,” and “adopting.” When we examine the work of implementing change in the broader context of an organization (any kind), we can also identify three relationships that drive the success of each interaction: “people,” “capacity,” and “information.”

Here’s a brief list of considerations you should make—at every moment and with every relationship—to help you build roadmaps thoughtfully.

Engaging—People

Organizational success comes from the overlap of awareness and action of the “I” and the “We.”

  • Individuals (I) are aware of and engage based on their natural response strength.
  • Teams (We) are aware of and balance their responsibilities based on the Individual strengths by initiative.
  • Leaders (I/We) leverage insight based on knowing their (I) and the collective (We).

Engaging—Capacity

“Capacity” applies to skills, processes, and culture that is clearly structured, documented, and accessible with your organization. It is the “space” within which you operate and achieve solutions.

  • Current state awareness allows you to use what and who you have available and accessible through your known operational capacity.
  • Future state needs will show you what is required of you to learn, or stretch, in order to bridge any gaps; essentially, you will design the recoding of your organization.

Engaging—Information

  • Access to information is readily available to all based on appropriate needs within protocols.
  • Communication flows easily and is reciprocated at all levels.
  • Communication flow is timely and transparent.

Navigating—People

  • Balance responses from both individuals and the collective will impact your outcomes.
  • Balance the I with the We. This allows for responses to co-exist in a seamless, collaborative way—which fuels every project.

Navigating—Capacity

  • Skills: Assuring a continuous state of assessment and learning through various modalities allows you to navigate with ease as each person graduates their understanding in preparation for the next iteration of change.
  • Culture: Be clear on goals and mission with a supported ecosystem in which your teams can operate by contributing their best efforts when working together.
  • Processes: Review existing processes and let go of anything that prevents you from evolving. Open practices and methodologies do allow for a higher rate of adaptability and decision making.
  • Utilize Talent: Discover who is already in your organization and how you can leverage their talent in new ways. Go beyond your known teams and seek out sources of new perspectives.

Navigating—Information

  • Be clear on your mission.
  • Be very clear on your desired endgame so everyone knows what you are navigating toward (without clearly defined and posted directions, it’s easy to waste time, money and efforts resulting in missed targets).

Adopting—People

  • Behaviors have a critical impact on influence and adoption.
  • For internal adoption, consider the pendulum of thought swung by the committed few.

Adopting—Capacity

  • Sustainability: Leverage people who are more routine and legacy-oriented to help stabilize and embed your new initiatives.
  • Allows your innovators and co-creators to move into the next phase of development and begin solving problems while other team members can perform follow-through efforts.

Adopting—Information

  • Be open and transparent with your external communication.
  • Lead the way in what you do and how you do it to create a tidal wave of change.
  • Remember that mass adoption has a tipping point of 10%.

Four steps to simplify change

You now understand what change is and how you are processing it. You’ve seen how you and your organization can reframe various interactions with it. Now, let’s examine the four steps to simplify how you interact with and implement change as an individual, team leader, or organizational executive.

1. Understand change

Change is receiving and processing new information and determining how to respond and participate with it (think personal or organizational operating system). Change is a reciprocal action between yourself and incoming new information (think system interface). Change is an evolutionary process that happens in layers and stages in a continuous cycle (think data processing, bug fixes, and program iterations).

2. Know your people

Change is personal and responses vary by context. People’s responses to change are not indicators of the speed of adoption. Knowing how your people and your teams interact with change allows you to balance and optimize your efforts to solving problems, building solutions and sustaining implementations. Are they change makers, fast followers, innovators, stabilizers? When you know how you, or others, process change, you can leverage your risk mitigators to sweep for potential pitfalls; and, your routine minded folks to be responsible for implementation follow through.

3. Know your capacity

Your capacity to implement widespread change will depend on your culture, your processes, and decision-making models. Get familiar with your operational capacity and guardrails (process and policy).

4. Prepare for Interaction

Each interaction uses your people, capacity (operational), and information flow. Working with the stages of change is not always a linear process and may overlap at certain points along the way. Understand that people feed all engagement, navigation, and adoption actions.

Humans are built for adaptation to our environments. Yes, any kind of change can be scary at first. But it need not involve some major new implementation with a large, looming deadline that throws you off. Knowing that you can take a simplified approach to change, hopefully, you’re able to engage new information with ease. Using this approach over time—and integrating it as habit—allows for both the I and the We to experience continuous cycles of change without the tensions of old.

This article was originally published at opensource.com.

See more work on Open leadership + culture

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Jen Kelchner

Jen Kelchner

I am a creative, a thinker, an analyst, a dot connector, a weaver of communities, a leader, a technologist, an entrepreneur, an innovator, a writer, an international speaker, and a Master of Change who is dedicated to building a better world.  

I intuitively understand the multidimensional transformation process, the technology of people and advise high-level leaders in the private and public sectors from around the world on transformation in leadership and culture.

Behind on Digital Transformation? Get Ahead with Open Leaders

Behind on Digital Transformation? Get Ahead with Open Leaders

Profound changes are afoot. Leading your organization through them requires an open approach.

Disruption is “existential,” notes an article from professional service provider Wolters Kluwer. It’s not just an organizational design issue. It cuts straight to the core of who we are, how we see ourselves, and what we contribute to our environments. Today, the furious pace of disruption is forcing executives to make existential decisions and commit to them much faster than they’ve anticipated.

One source of that disruption is digitization. Digitization is reshaping the way we lead, manage, and work. Even in the scope of the last decade, we’ve seen rapid adjustments to how we live, connect, and receive services. While we’ve been discussing ad nauseum how (or whether) we should be redefining organizational cultures and business models, the clock has been ticking, and the pace of digitization has not been slowing. In his book The Digital Matrix: New Rules for Business Transformation Through Technology, author Venkat Venkatraman argues that, by 2025, differences between digital and non-digital functions, processes, and business models will no longer exist.

So what’s the top priority for leaders in business today? Understanding the existential impacts digital transformation is having on every aspect of human life, and addressing the immediate need to reshape the way we work, organize, and do business. In other words: changing our organizational cultures and developing people capable of thriving in these conditions.

It’ll take nothing less than immediate action. We need to change the way we work and lead our organizations into this new era.

But culture change is hard, and organizational redesign takes time—at least, that’s what nearly every leader says when we agree change is either necessary or inevitable. The major problem is not that we can’t agree change is needed; it’s that we’re standing on past methodologies, processes, and mindsets to make decisions about how to address and engage the change of today and beyond.

Why is this observation so critical?

Old playbooks and models (for leadership, for business, for people development) that have previously garnered success are no longer effective. Relying on these, I often say, is like expecting your emerging technology to work on the bandwidth and speed of dial-up service from 1997. They’re not quite up to the task of meeting speed, demand, and performance outcomes. Contemporary “best practices” are unable to meet the demands of the present, let alone the future. We require new ways of doing things in order to lead in the digital age of rapid change. In fact, I would argue that your success beyond 2020 depends on them.

So if we agree we need to change and develop competencies for engaging rapid change, then how do we proceed?

Open principles and processes—and ultimately open organizations—are vital to the success of digital transformation efforts. By creating space for the key tenets of open (transparency, adaptability, collaboration, inclusivity, and community) to be infused in our workplaces, we can then begin to engage change continuously throughout the entire organization (not just on your DevOps teams).

Change needn’t be difficult. It is only as difficult as we choose it to be. As leaders, we are ultimately responsible for empowering those around us to engage change, new information, and uncertainty with a measure of ease. We need to guide them as we discover the new details, to provide support as routines are disrupted, to help new voices be heard, and to create places where people feel they belong to something greater.

The “simplest” entry point for large-scale change in your organization the way your teams work and the processes they use to solve problems. As Jim Whitehurst writes in The Open Organization, while conventional organizations utilize a top-down approach to driving change, open organizations take a bottom-up approach to addressing what they do, how they do it, and why they do it. This means (among other things) beginning the work of culture change by fueling passion and uniting everyone under a common purpose while sourcing collective wisdom and collaborating to turn the great ideas into actions. Only then can our organizations function as fully engaged and empowered ecosystems catalyzed by inclusive decision-making.

Open (and all that open entails) is also the key to our global future.

Implementing open values, principles, and processes into all facets of our lives—such as culture (both organizational and societal) education, access to information, co-creation models, engineering, and computing—is the best way to build a balanced and free society that paves the way not only for future technological advances but also new ways of working together to build our world.

If you’re still uncertain about the value of openness, I would immediately point you back to the very book you’re currently reading. It’s a prime example of how an open, collaborative, inclusive project works. A distributed group spread across multiple industries, with varied experiences and working styles, can combine their individual talents to co-create a valuable resource based solely on a shared set of well-defined values in a community (see Appendix).

As you continue learning about open leadership—and, ultimately, open culturethis book will provide tools and insights you can use to begin changing how you work.

This article was originally published as the introduction to The Open Organization Leaders Manual, Second Edition.

The Open Organization Leaders Manual, Second Edition

Newly revised and significantly expanded in its second edition, this book is for anyone interested in building more transparent, agile, collaborative, and mission-driven organizations.

Download the Book

Jen Kelchner

Jen Kelchner

I am a creative, a thinker, an analyst, a dot connector, a weaver of communities, a leader, a technologist, an entrepreneur, an innovator, a writer, an international speaker, and a Master of Change who is dedicated to building a better world.  

I intuitively understand the multidimensional transformation process, the technology of people and advise high-level leaders in the private and public sectors from around the world on transformation in leadership and culture.

Stop Hiring for Culture Fit

Stop Hiring for Culture Fit

If you’re looking for talented people you can turn into cultural doppelgängers—rather than seeking to align productive differences toward a common goal—you’re doing it wrong.

Talent leaders should hire for “culture fit”—at least, that’s what we’ve heard.

For decades, actually, that’s been the most widely recommended (and generally accepted) best practice. The term “culture fit” has itself created an industry segment worth billions of dollars.

Today, however, conventional wisdom is coming under scrutiny. And in light of today’s accelerated pace of innovation, I would argue that hiring for culture fit is no longer advisable—nor is it a method for achieving sustainable growth. It’s just not the best way to grow or sustain engagement and productivity in teams or organizations.

If you’re hiring for culture fit, you’re doing it wrong. To build, scale, and sustain your workforce to meet the demands of Industry 4.0, you’ll need to take four crucial actions when seeking external talent or building internal teams. In this chapter, I’ll explore them.

1. Align talent to these four cultural identities (or environments)

“Culture” is a broad term, and it can mean many different things to different people. Some groups will define it as something like “a core set of values and practices.” Others view it more like “their style” (think nap rooms and beer on tap in the break room).

But, what does the term “culture” truly encompass?

According to the Business Dictionary, “organizational culture” is “the values and behaviors that contribute to the unique social and psychological environment of an organization.” It’s the ethos, values, and frameworks for how a company conducts itself internally and externally. In other words, an organization’s culture includes its core values, its expectations for behavior, its decision making frameworks, how it conducts itself with others, how its information flow operates, its power structures—even how one is allowed to express oneself within the organization. This cultural identity is crucial, as it affects productivity, performance, employee engagement, and customer relations.

When thinking about culture, we should be thinking about alignment rather than fit. “Fit” implies that your organization seeks to indoctrinate new members into its specific way of life—to clone its vision of the ideal member in everyone who joins it. When we talk about “fit” we create the potential for exclusion. It prompts us to seek someone who already embodies the values and principles we think are best (then seek to “fit” them into a pre-existing spot in our organizations), and ignore others.

Achieving “alignment,” however, is different. Alignment involves embracing diversity of thought and building inclusive, innovative, community-driven teams that are all oriented toward shared goals, even if they look and think differently from one another.

The necessity of thinking about “alignment” rather than “culture fit” becomes even more apparent when we examine the complexity of organizational culture. Every organization has four separate cultures (yes, you read that correctly!). Aligning talent “with culture” means aligning it with: your main culture, the subculture of the department, the team culture, and your geographic culture. Visualize the engine that runs your organization. You’ll see gears that move you along. Then visualize small gears for your people, team, departments, verticals, and your main organization. Each of these gears contributes to the next in order to meet goals and propel the business forward. When we have well-oiled machines (that is, when everyone is doing something better together), we are able to propel our mission and realize our organizational vision.

Let me explain them in more detail.

The main culture

This is your overarching company ethos, your “way of doing things.” It’s the primary “gear” that’s moving you externally in the market. It’s what others recognize as “you” and, ultimately, is why clients come to you. It is the “who you are” part of your culture. When seeking alignment, look for:

  • General characteristics and behaviors that agree with who you are
  • Brand fit and representation that aligns
  • Passion or purpose that flows into organizational mission

The subculture

Verticals or departments bring their own values to the organization’s cultural mix. Operationally, each behaves differently and pursues different goals, all of which feed into the main culture. For example, engineers building solutions think in very different ways than marketing creatives do. The goals of solution builders are very different than those of creatives. Be aware of the mix. While remaining open and inclusive in your hiring practices, don’t overlook the dynamics of a subculture. In this relationship look for:

  • Ability to cross-collaborate
  • Open communication practices
  • Big-picture thinking
  • General energy and personality fit
  • Thinking styles

The team culture

The greatest alignment you seek is right here. Team culture determines the team’s manner of working together, day-to-day, to solve problems. Team culture drives efficiency, productivity, innovation, engagement, and results. This is what allows you to build, scale, and sustain. When thinking about alignment, look for:

  • How a person responds to new information and then contributes to the process – you’ll want a well balanced team to drive all aspects of change, not just natural innovators.
  • Communication styles
  • Personality styles
  • Behaviors and thought practices
  • Alignment to open values
  • Individual “magic” (see below) and potential for (and desire for) for growth

The geographic culture

Think of geographic culture not as an engine gear itself, but rather the “grease” that aids in frictionless movement. This cultural filter might not directly contribute to meeting goals of an organization, department or team. It does, however, contribute to reducing conflict, eliminating misunderstanding, and communication delays. You’ll be looking to align with local geographical norms and global views. Considering this angle of potential alignment, look for:

  • An understanding of the geographical culture
  • A willingness to learn and integrate geographical norms
  • An awareness and intelligence of the practices, norms or variances from one’s own

2. Look for the magic

If you’re seeking people to just “fill a job,” then you’re doing it wrong.

If you think about the people you bring into your organization as partners instead of employees, you’ll have a better rate of return on your relationships. This mindset of employing partners, co-creators, and collaborators to solve problems for your clients provides a more inclusive, open approach. We use technology to “do things.” But when you take the time to find the magic within people, they will not only be engaged and perform better, but also build careers alongside you.

When assessing specific competencies, be sure to:

  • Push beyond a resume, CV, or formal degree
  • Look beyond what someone has been “paid to do” (life experience and volunteer roles actually yield amazing competencies in people)
  • Look beyond a role or title someone has held previously
  • Look for people who are not happy staying in their lanes. The potential lies in someone who seeks opportunities for growth and challenges to stretch themselves.

Remember, of course, that the demands of Industry 4.0 will require:

  • Ability and capacity to engage with fast cycles of change
  • Interpersonal skills like communication, collaboration and emotional intelligence
  • Leadership skills for running projects, teams and organizations
  • Open behaviors and values
  • Capacity to navigate open process and decision making models

And when interviewing for talent that aligns with your organizational culture, consider asking:

  • What are you passionate about?
  • Where or how do you want to get involved from a technical perspective?
  • What do you want to learn?
  • What is one challenge you would like to overcome?
  • What perspective on teaming do you have?
  • How do you see yourself as a leader?

3. Be open in your sourcing

Becoming a dynamic, inclusive organization requires an organizational culture built on open values. Only true diversity of thought can produce innovations at the level required to thrive today.

We’ve been working to break down barriers to diversity in the workplace for decades, and we still have a tremendous way to go in our effort to close gaps. “Diversity” goes beyond religion, gender orientation, ethnicity, and so on. We must stop focusing on the labels society has assigned others so we “know where they fit.” That is a fear-based model of control.

Building our teams based on “fit” can actually create exclusive tribalism rather than what we actually intend: a sense of belonging. For example, employing hiring practices that seek talent from one primary background or educational institution will end up with exclusive environments that lack diversity of thought (even though they might represent good “culture fits!”).

We want to have people from different walks of life, with different backgrounds, and with different mindsets, so that we can collaborate and create unique solutions. Your organization should have no place for a “them versus us” mentality, which already seeds a broken system. Doing better together takes a variety of perspectives and experiences.

After a nine-month field study eventually published in the American Sociological Review, Lauren Rivera, associate professor at Northwestern University’s Kellogg School of Management, concluded that when hiring managers talk about “fit,” they focus on things like hobbies and biographies. Have you ever heard of the airport test, the question of “would you enjoy sitting next to this person on a long flight?” Rivera stated in her report, “In many respects, [hiring managers] hired in a manner more closely resembling the choice of friends or romantic partners.”

The tech world has become obsessed with hiring for culture fit, and has done itself (and the entire organizational ecosystem) a disservice as it has fed a growing diversity problem. For open ecosystems—communities and other organizations—to stay true to their values, building heterogeneous teams can boost performance, new ideas, and gain advantage.

4. Build (talent), don’t buy

Last year I interviewed Aaron Atkins of Slalom about a more open approach to talent acquisition. Aaron heads up acquisition in Southern California for this open organization. He shared that Slalom doesn’t seek out the “A-Players” but rather seeks people with potential for aligning creatively with the organization’s goals. Once candidates are a part of the team, Slalom begins to build talent and create utility players. Atkins had this to say about a new way forward:

“It is how we are educating and training our new folks to move towards culture change. This all comes back to a build versus buy mentality. So some organizations are large enough that they can go in and buy. They can go and acquire a new company, or they can go hire a bunch of people in the sense that we’re going to buy these folks.

Slalom is much more of the build mentality of—how do we identify the right people, with the right capabilities, and train them to have the right skill sets. So it’s moving more towards training and development of building our next level of talent.”

Slalom realized they had clients seeking specific technical talents and there was an open space that needed serving. Recognizing they were losing money because they didn’t have the “right number of folks” was not okay with them. Instead, they set about internally building competencies within their existing talent pool. Now, whenever someone is on the bench and not at a client site, they’re trained in the new skills to serve clients needs. Slalom creates utility players that can be cross-functional across a wide variety of solutions and services, which only increases their value from a market perspective.

Your challenge, then, is to take a hard look at your organization’s hiring practices and methodologies. Transforming your organizational culture—your way of doing things, including the way you work—will require taking new approaches to build truly open organizations. Open organizations, at their core, must stand on all five principles to function and produce results. Begin by building inclusive practices as you seek out potential in either your existing talent pool or those you are looking to hire.

This article was originally published at opensource.com.

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Jen Kelchner

Jen Kelchner

I am a creative, a thinker, an analyst, a dot connector, a weaver of communities, a leader, a technologist, an entrepreneur, an innovator, a writer, an international speaker, and a Master of Change who is dedicated to building a better world.  

I intuitively understand the multidimensional transformation process, the technology of people and advise high-level leaders in the private and public sectors from around the world on transformation in leadership and culture.

Forbes: 10 Coaching Skills Every Leader Should Master

Forbes: 10 Coaching Skills Every Leader Should Master

10 Coaching Skills Every Leader Should Master

As more and more companies realize the benefits of hiring a coach, they also realize the benefits of incorporating a coaching methodology into the management style of theirleaders. After all, there’s a difference between simply telling employees what to do and working with them on professional development.

Below, coaches from Forbes Coaches Council name one coaching skill that should actually be a core leadership competency.

Read more here on Forbes…

 

Crafting Strategic Vision For Transformation

Leading and connecting people requires the ability to create transformational opportunities and guiding people to them. True leaders will create transformation and set visions for others to reach for and achieve greater for themselves, not just an organization. Inspiring and providing transformative steps through their interactions will shepherd people along the change cycle with little turbulence. – Jen Kelchner

 

This article has a mention by Jen Kelchner or is authored by Jen Kelchner and was originally posted on Forbes.com. Jen Kelchner is a founding member of the Forbes Coaches Council and frequently writes on leadership and the workplace.

10 Essential Things To Create A Breakthrough In Your Life Or Business

10 Essential Things To Create A Breakthrough In Your Life Or Business

“I’m waiting for my breakthrough…”

This is in the Top Three list of phrases I hear the most from others. I would argue that our breakthrough is waiting for us to be ready for it!

In order to welcome in something new, you need to make some adjustments to what you currently are doing.

Here is a 20 minute video training on the 10 essential areas you need to prepare to get your breakthrough in life or business.

The 10 Essentials

REST

Take the time to find space and recharge. Naps are always great! But, rest is about taking the time to find some peace and reconnect with you.

STRETCH YOURSELF & PRESS IN

Get out of your box! Press in to what is coming with anticipation. Your comfort zone will never accommodate a breakthrough.

OPEN YOUR MIND & CHANGE PERSPECTIVES

You must stop doing what you normally do. Get fresh insight. Look for a new viewpoint and open your mind so that you can find clarity and see in new ways.

LISTEN & BE COACHABLE

Be open to new insight and feedback from others. Remaining coachable will lead to success.

DO SOMETHING CREATIVE

Read a good book. Create art or music. Go on an adventure and explore. You’ll gain fresh perspectives and feel recharged!

STOP TRYING TO FIT IN

Again, you are wanting to create and experience something new. Stay in alignment with who you are so that you experience a real change.

RELEASE THE HYPE

Let go of the dogma and boundaries that may be holding you back from moving forward. Let go of finite set of perceptions so you can expand your borders. Create places of hope and release the negatives.

CLEAN HOUSE & CHANGE PLAYGROUNDS

Some folks in our circles are only intended for a season. Take a look at who you surround yourself and identify if anyone is limiting you from moving into the next phase of your journey.

GET OUT OF YOUR RUTS

[Tweet “A rut is a coffin with the ends kicked out. “]

Change how and what you do. You can’t create a space for a breakthrough if you are stuck in your habits. The way you’ve always done it isn’t working. Time for a change!

MEET YOURSELF WHERE YOU ARE TODAY

Let go of the expectations you currently hold that tell you you should be further down the road or doing something differently. It is a journey. It will never look like you think it should look. Meet yourself where you are today!

 

Your takeaway here is to stop your “doing” and start the “being”. Be you and implement the essentials. You will begin to see things shift rapidly and that breakthrough will show up!

Which of these areas has been a game changer for you?

Share with us your breakthrough stories!

I welcome your comments and want your feedback! Please leave me some below here!

Stop. Collaborate and Listen.

Stop. Collaborate and Listen.

What is this season telling you?

It is one of the loveliest times of year right now. Fall. Certainly one of my favorite seasons because of the colors and the cooler air.

We all experience seasons in our lives. Sometimes the seasons rage like an unyielding winter – deep, dark and cold. Others seem to fly by too quickly like a short spring launching into a hot summer.

But, what is your season telling you? Are you listening?

If you are enduring this current season, then you are doing it all wrong.

Every season or phase or whatever you want to call it in our lives has purpose — if you look and listen. Begin by slowing your mind down and observing what is taking place right now. Then assess what that really means to you – what is the truth of your discovery.

Let’s shift perspectives for a minute and reshape your season.

My season says that I am:

Stading Still. > Are you being stubborn and refusing to open yourself to growth? Or, perhaps you need this time of peace and rest so that you can find clarity for the next step coming.

Scooby-dooing. > Folks love to run in place. If I look busy enough, maybe you’ll think I’m doing okay. Stop. Slow down. Be still. Be open and stretch your horizons around you so you can grow into what is waiting for you on the other side of this season.

Being unproductive or unfocused. > How else are you spending your time? Are you avoiding something important because it is uncomfortable? Are you investing your time and energy into something that isn’t in your wheelhouse (genius zone)? Or, is it that you are giving time and energy into something that you’ve deemed as unproductive yet is perhaps creative and nourishing to your soul? You may just need to break out of a rut to find yourself!

Too busy. > I constantly battle my inner work-a-holic. But, let’s talk about busyness for the sake of just being busy. Busyness eats at your soul. It is a distraction that keeps you from enjoying life. You miss out on LIFE! Think Walking Dead….essentially, I’m calling you a zombie. Snap out of it and reengage with humanity.

Alone. > Determine if you are truly isolated or if you are lacking in connections. We are not designed to do life alone. As an introvert, you will need alone time but that isn’t what I mean here. If you are isolating yourself, be intentional about getting out more. Build relationships, bonds and deeper connections with people you trust and respect. Look for genuine, transparent and vulnerable places you can interact with others in. It isn’t as hard as you think….i.e. comment in this post and we will connect!

Happy and Content. > Yay! Enjoy this place of gratitude. Refresh yourself, renew and restore. Enjoy the building up of your spirit and energy.

Hopeful. > Hope. We should always have hope. This season is a beautiful one. One filled with light even in the darkness. Peace despite the storms. It is that never ending posture of knowing that every season ends to give birth to a new. All things work to good.

Remember too that you’ll need to separate out what you are HEARING about your season from what you are FEELING about your season. Two totally different things. Our feelings can be master manipulators and send us in the wrong direction frequently. You don’t have to [feel] agree with or like your season. You should however participate in what is growing inside of you and for you.

Lastly, a good friend of mine once said that when we are growing, learning and transitioning to new ways of thinking and being, that we will experience a seasonal storm. For instance here in Tennessee when Spring is trying its best to break through, Winter says oh no! We go from 70* days back down to 45*; flowers blooming to a sudden layer of ice; cool weather to tornadoes.

And, the same war wages within us. As you move through this season of your life you’ll experience a stormy transition as you let go of one phase to enter another. Participate with it by being self-aware.

Life is a mosaic of these seasons, people. Enjoy the beauty of them instead of focusing solely on a singular moment.

 

If you are struggling with a season or life transition, consider my 8-Week Transformation Bootcamp.

Want to talk further? Comment below!!

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