Speakers: Ask People to Step Out in Faith to Achieve Something New
http://www.kennisdelen.com/articles/59395/1/Speakers-Ask-People-to-Step-Out-in-Faith-to-Achieve-Something-New/Pagina1.html
Donald Mitchell
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through 2,000 percent solutions and receive tips by e-mail by registering for free at
http://www.2000percentsolution.com . Door Donald Mitchell
Gepubliceerd op 14-10-2008
If you don't know exactly what you need to do, tell everyone and ask for their help.
There are fifty ways to leave your lover,
But only six exits from this airplane.
--Southwest Airlines announcement
When I started the 400 Year Project (a program to identify ways that everyone can improve performance 20 times faster), I had no idea of how that fine purpose would be accomplished. I also knew that I needed a lot of help.
What to do? I decided to be candid in speaking about what I didn't know how to achieve this task . . . but that I was looking for help. Since many people demand lots of guidance before they want to get involved, this approach ran the risk of turning my audience off.
What was the response? It was most encouraging.
Outstanding leaders, such as those who attended that gathering, were accustomed to the idea of stepping out to make a major commitment without knowing exactly how to proceed. Someone mentioned that it was like when John F. Kennedy first became president and proposed sending an astronaut to the moon and back before 1970. A number of people quickly came forward to wish me good luck and to offer their assistance. Before the afternoon was over, we had a steering committee of terrifically talented people. I promised to keep them informed of our progress and reminded them to save the date for the vernal equinox in 1996.
Buoyed by that reaction, I wanted to find out what my Mitchell and Company colleagues had to say. They expressed more reserved support. They asked good questions:
How would I be able to pursue such a large project and still lead our consulting firm?
What would their roles be?
I had no easy or reassuring answers for them. I acknowledged their concerns and promised to keep those concerns in mind as I organized the project.
Interestingly, the people who expressed the greatest reservations were the ones who did the most to help the project. Those who asked no questions were, by comparison, not nearly as helpful or forthcoming.
My advice to you in pursuing something new is to encourage lots of questions and challenges. The commitments that follow will be ones that be very helpful.
You will get better questions to answer if you allow people to experience what it might be like to accomplish your task. A good way to begin is to share a story that connects to your theme and its results. Then, give examples that suggest the possibilities. But don't be too explicit. Allow people to dream with you.
Good luck in reaching out to the next frontiers!
But only six exits from this airplane.
--Southwest Airlines announcement
When I started the 400 Year Project (a program to identify ways that everyone can improve performance 20 times faster), I had no idea of how that fine purpose would be accomplished. I also knew that I needed a lot of help.
What to do? I decided to be candid in speaking about what I didn't know how to achieve this task . . . but that I was looking for help. Since many people demand lots of guidance before they want to get involved, this approach ran the risk of turning my audience off.
What was the response? It was most encouraging.
Outstanding leaders, such as those who attended that gathering, were accustomed to the idea of stepping out to make a major commitment without knowing exactly how to proceed. Someone mentioned that it was like when John F. Kennedy first became president and proposed sending an astronaut to the moon and back before 1970. A number of people quickly came forward to wish me good luck and to offer their assistance. Before the afternoon was over, we had a steering committee of terrifically talented people. I promised to keep them informed of our progress and reminded them to save the date for the vernal equinox in 1996.
Buoyed by that reaction, I wanted to find out what my Mitchell and Company colleagues had to say. They expressed more reserved support. They asked good questions:
How would I be able to pursue such a large project and still lead our consulting firm?
What would their roles be?
I had no easy or reassuring answers for them. I acknowledged their concerns and promised to keep those concerns in mind as I organized the project.
Interestingly, the people who expressed the greatest reservations were the ones who did the most to help the project. Those who asked no questions were, by comparison, not nearly as helpful or forthcoming.
My advice to you in pursuing something new is to encourage lots of questions and challenges. The commitments that follow will be ones that be very helpful.
You will get better questions to answer if you allow people to experience what it might be like to accomplish your task. A good way to begin is to share a story that connects to your theme and its results. Then, give examples that suggest the possibilities. But don't be too explicit. Allow people to dream with you.
Good luck in reaching out to the next frontiers!