“What information do I need now, and how do I get it?”

Three areas of caution for information seekers are:

1.   Garbage In/Garbage Out

A decision that has been made, or a problem solved, based on inaccurate (garbage in) information may be worthless (garbage out).  Know the validity and credibility of your information source.  The bottom line:  A decision is only as good as the information used to make it.

2.  Goldilocks & The Three Bears

Having too much information can lengthen the decision making or problem solving process, and the information can become irrelevant or redundant in the process.   Not having enough information can invalidate the results.   Know when enough is enough and when more is needed.

3.  Advice and Information

Advice is a subjective form of information.   You can find every point of view represented somewhere, no matter how contrary or controversial.  Be able to distinguish between credible advice that is backed up responsibly and offered by possibly a number of other people, as opposed to one random piece of advice.

1.   I am of certain convinced that the greatest heroes are those who do their duty in the daily grind of domestic affairs whilst the world whirls as a maddening dreidel .–Florence Nightingale

2.   The cowards think of what they can lose, the heroes of what they can win. –J. M. Charlier

3.   Real heroes are men who fall and fail and are flawed, but win out in the end because they’ve stayed true to their ideals and beliefs and commitments. –Kevin Costner

4.  Old myths, old gods, old heroes have never died. They are only sleeping at the bottom of our mind, waiting for our call. We have need for them. They represent the wisdom of our race. — Stanley Kunitz

5.  As you get older, it is hard to have heroes, but it is sort of necessary. — Ernest Hemingway

6.   I think of a hero as someone who understands the degree of responsibility that comes with his freedom.– Bob Dylan

7.  Everyone is necessarily the hero of his own life story.– John Barth

8.  A hero is no braver than an ordinary man, but he is braver five minutes longer.  – Ralph Waldo Emerson

9.  When asked why he took actions that lead to becoming a hero, “It was involuntary. They sank my boat” said John F. Kennedy.

10.  A hero is someone who has given his or her life to something bigger than oneself. — Joseph Campbell

11.  When the first Superman movie came out I was frequently asked “What is a hero?” …My answer was that a hero is someone who commits a courageous action without considering the consequences… Now my definition is completely different. I think a hero is an ordinary individual who finds strength to persevere and endure in spite of overwhelming obstacles. — Christopher Reeve

12.  The best way to find your self is to lose yourself in the service of others. — Mahatma Gandhi

13. We make a living by what we get. We make a life by what we give. — Winston Churchill

And here is a short clip of a compilation of 40 movies in which the hero comes back to inspire others:

http://www.youtube.com/watch?v=vBtrryMKK_g

The Path to Becoming a Hero

1 – Dissatisfaction Occurs: A Dragon Appears

2 – Decision to Go on a Journey to the Unknown: Commitment to Slay the Dragon

3 – The Journey: Twists, Turns, Wizards, Fights, Tools

4 – The Unknown Becomes Known: Slaying the Dragon

5 – Changing, Inspiring and Teaching Others: Keeping the Dragon Out

Step 1 – Dissatisfaction Occurs: A Dragon Appears

The normal person becomes aware of or observes something that causes dissatisfaction. It could be:

External Event: social injustice, evil acts, or bad behavior

Personal Crisis: sickness, accident, death, life changes, rejection

Internal Awareness and Observation: A condition or state of mind are observed that create dissatisfaction or a sense of limitation

Questions to start the journey:

What are you most dissatisfied with – in your life – your work – your family – your community – your country – the world? What issues do you just hate? What are the injustices in the world that speak to your heart?

Step 2: Decision to Go on a Journey to the Unknown: Commitment to Slay the Dragon

The dissatisfaction looms large, and the individual makes a commitment. It is not clear how change will come, but this is a commitment to take action. It is a strong motivation and passion to go into the unknown and try, to take action, to follow the journey until a different understanding unfolds. An individual has begun the journey at this point, and he or she is a potential hero, with a unique story and reason for their commitment to step into the unknown.

Questions to ask about being committed to the journey, regarding the catalyzing dissatisfaction:

What is your duty to it? What responsibilities do you have to it? Where is there no choice? What obligations do you have? What is calling to you?

Step 3: The Journey: Twists, Turns, Fights, Tools, Mentors and Evils

The journey is different for each individual. It can be an internal journey or an external one, or both. The potential hero encounters obstacles and is plunged into full engagement with the unknown. This is the most difficult step of the journey. What they knew and what was ordinary and normal is no longer there for them in quite the same way. It is definitely “not Kansas anymore!” They may face their deepest fears before they can move forward. There may be people along the way who fight to try and stop them from making progress. And they may find people who will help them, too. The wicked witch tried to stop Dorothy in her journey, and so did the wizard of Oz himself. But she persevered and eventually completed her journey – the same person, but wiser and with a wealth of new understanding and experience. Dorothy also met helpful people or situations on her path of commitment. And she was given ruby slippers that helped her to complete her journey. Heroes may discover or be given magic tools of all sorts to help them along the way. A contemporary example could be Obama’s widespread use of text messaging to rally millions of his supporters for change.

Questions to ask while on the hero’s journey:

What actions do you need to take to get clarity? What skills do you have that will help? What skills are you lacking that may stop you? Who should you talk to? What research and reading needs to be done? What tools do you need to learn? Places to visit? What lessons need to be internalized? What beliefs need to shift to make the change viable? What behaviors need to change to slay the dissatisfaction dragon?

Step 4: The Unknown Becomes Known: Slaying the Dragon

The hero has discovered the treasure, the magic, the key, the tools, and a sword that will kill the dragon. There is a special power or skill or talent or knowledge or change that can defeat the dissatisfaction.

Through hard work, perseverance, patience and more, the hero has found a way to unravel the original dissatisfaction. They have learned many lessons, encountered others on the path and found a way to fix, change, or solve a problem. They have come through the darkness and found a light at the end of the tunnel.

Questions for learning the lessons:

What is the specific set of skill, belief, change, or tools that are needed to make the change permanent? What lessons have been learned? What is still to be discovered?

Step 5: Keeping Dragons Out: Inspiring and Teaching Others

The ordinary person has become a hero. Now the focus is to return from the journey and integrate the lessons, both within oneself and out into the world. The hero become

Questions for sharing the lessons with others:

What worked for the hero to overcome the dissatisfaction may not work for everyone. What additional tools or methods may be needed? Who is already aware of the dissatisfaction and can help the hero to make the needed changes? Who will fight out of resistance to the changes? What will be lost and what will be gained when the changes happen?

Next post examples of heros.  Your heros? 

None of the great discoveries was made by a ‘specialist’ or a ‘researcher.’

~ Martin H. Fischer

Every man gets a narrower and narrower field of knowledge in which he must be an expert in order to compete with other people. The specialist knows more and more about less and less and finally knows everything about nothing.

~Konrad Lorenz

A specialist is someone who does everything else worse.

~Ruggiero Ricci

Do not be bullied out of your common sense by the specialist; two to one, he is a pedant.

~ Oliver Wendell Holmes

What a delightful thing is the conversation of specialist! One understands absolutely nothing and it’s charming.

~Edward Degas

Specialists are people who always repeat the same mistakes.

~Walter Gropius

Generalists should be the upbeat, positive people in the profession while specialists should be their grouchy, negative counterparts.

~Karl Weick

The trouble with specialists is that they tend to think in grooves.

~Elaine Morgan

]]> http://starleadershipllc.wordpress.com/2011/10/10/g-generalist-8-quotes/feed/ 0 starleadershipllc highlighter http://starleadershipllc.wordpress.com/2011/09/29/g-generalist-seven-skills-for-generalist/ http://starleadershipllc.wordpress.com/2011/09/29/g-generalist-seven-skills-for-generalist/#comments Thu, 29 Sep 2011 22:00:25 +0000 Star Leadership http://starleadershipllc.wordpress.com/?p=387 ]]> Being a generalist requires a set of skills for successful generalizing! In general, the skills are softer and less tangible. Below is a generic list of generalist skills which can vary across culture, environment and situation. This list is based on observations from personal experience, and in my practice of coaching and training leaders and managers.

1. Curiosity - the ability to see beyond what is already there, to ask questions that expand thinking and create a new way of viewing something. These “curiosity” questions are ones that can’t be answered easily, ones that require stopping and thinking about it.

2. Vision – If a vision already exists, the skill is having the ability to understand it, what it means and how to align each thought and action of your team to the vision along with you. If a vision doesn’t exist, a generalist knows how to create one that works. A generalist also knows when a vision just doesn’t work anymore and may be in need of updating or re-creating.

3. Balance and Priority – A generalist knows when enough is enough, when to take action, what’s important and when to do more research. A generalist also knows when to stop because more effort equals low or no return. The interrelatedness of the tasks is clear to a generalist, and the relationship of the tasks to the vision, also when to switch context from one priority or area to another – these are all generalist skills.

4. Current and Updated -Successful generalists know what areas they must have knowledge in themselves, so they can ask the right questions and align tasks and priorities. They also know how deep their knowledge needs to be in any given area, and how to stay current in this area if they need to. Being perfect or being an expert is not the goal for generalists. They are also aware of the limits of their knowledge and know when to consult with or bring in a specialist.

5. Connections/Meaning Making – Generalists don’t limit themselves to traditional thinking. Just because something is done one way and has always been done that way, doesn’t mean it is right or that there is not a better way to do it now! They are always considering why something is the way it is and looking to find meaning and connections in what often appear to be unrelated areas. For example, sport metaphors are often used to describe business strategies. Another example is the thinking behind a peer of mine who is using archetypes to design Museum exhibits that are coherent and appeal to all of our senses. See http://www.exhibitsmatter.com/home.asp for more information.

6. Decision Making/Problem Solving – Using a variety of skills such as collaboration, research, listening, analysis, inspiring others, and more, generalists are able to pull all the possible solutions, impacts, costs and results out before making a decision or solving a problem in a timely way. They know when to stop to analyze and when to move forward, and that no decision is 100% perfect. They know when a decision or problem may need to be revisited.

7. Communication – Generalists thrive on the diversity and potential of people the same way that they thrive on the possibility of new ideas and solutions. They know how to inspire, to see potential and to get the best out of each individual. The specific communication skills that enable them as generalists are: creating spontaneous and effective dialogue, and building on, incorporating and adding to a discussion, being able to summarize and articulate the true core of a complex topic or complex conversation, translating and making shared meaning of apparently diverse points of view.

Or just pretending to be one or the other because you haven’t figured out what you want to be when you grow up?

Your culture and the environment you spend most of your time in will influence your choice. Answer these questions based on your personal preference and not on what you think the answer should be for your individual situation.

Award yourself points for each answer.

2 = Always, 1 = Sometimes, 0 = Never

1. “To do” lists that I make are not complete.

2. Chaos is exhilarating, challenging, interesting and can be fun!

3. If I am doing a task I need to know how it fits into a bigger vision and if there isn’t one, I have to find out what it is or make it up.

4. Decision making and problem solving are challenging because I can see so many possibilities and ways to move forward.

5. Puttering and dabbling are fun and something I try to regularly engage in.

6. I spend hours researching and chasing interesting stuff across multiple disciplines and areas of interest.

7. I get bored easily and my eyes will glaze over on too many details.

8. When I learn new ideas and theories I try to see the practical side to them.

9. Metaphors, analogies and stories with meanings are fun and I’m good at recognizing and communicating them.

10. I have current knowledge and skills in a variety of diverse areas.

(0-6) Specialist – A true specialist by nature! Considered to be an expert, you are a person sought out in your field of knowledge. Seek to become known as the expert. You can spend hours, days, a lifetime devoted to your area. A new growth area for you can be to learn to respect the generalist and their skills which are different from your own. The generalist can pave the way to expand your knowledge by adding resources and different areas for consideration that may cause a breakthrough in your own thinking.

(7-13) A little of both – A well balanced place to be, knowing just the right amount of knowledge and how to apply it. Consider learning and moving further into either the generalist approach or a specialist area to explore where it takes you.

(14-20) Generalist – A true generalist by nature! Embrace your generalist! Spread the word and the advantages of being a generalist. Find a way to describe your talents and promote them. Don’t be embarrassed because you may not be perfect and don’t know everything or all the specifics. Keep your varied skills current and know that the specific skills you may need now and over time will undoubtedly change. You can benefit by taking the specialist into account, knowing that they have the knowledge you may someday need.

Bottom line: Generalists need specialists and specialists need generalists. Know your own natural strengths and respect each other’s ability.

This is a reprint from June 2008, G=Generalist!

1. Walk in their shoes – pretend to be them, have their job.  What are their concerns, issues, successes?
2. Listen only – encourage them to continue, “and then what”, “anything else”
3. Adapt and mimic what they say and do, tone, word choice, standing, sitting
4. Filter out the unnecessary
5. Try rephrasing what they say, to ensure understanding
6. Bottom lining your statements and questions – keep them short and concise, three to six words only!
7. Observe who effectively communicates and influences that person.  What do they say or do?
8. Don’t make assumptions.  Any ambiguous words, get clarity on, for example, “That’s interesting” can mean a hundred different things.
9.  Understand the other’s personality style, examples are:
   •       Introverted/Extroverted
   •       Feeling/Thinking
   •       Relationship/Character based
   •       Accomplishment focused
   •       Analysis/Technical/Detailed
   •       Interaction based
10. Ask directly – What would it take for me to influence you to do ABC? 

Some of these tips will require refinement, some may work, some will produce funny results, other may hmmm – just be careful!

Let me know privately or publicly – what worked for you!

2012 Events

Corporate Education Public Training http://www.corpedgroup.com/

Leading & Developing High Performing Teams, Waltham, MA – March 20,21

Effective Communication and Influencing Skills, Boston, MA – Feb 27, 28

Effective Communication and Influencing Skills, Waltham, MA – May 14, 15

Leadership and Communication Skills for PM, Chelmsford, MA – March 22

Facilitation Skills for PMs, Chelmsford, MA – April 6

Working in a Matrix Organization, Waltham, MA – January 31

Working in a Matrix Organization, Chelmsford, MA – May 10

Coaching Skills for Project Managers, Waltham, MA – February 23

Coaching Skills for Project Managers, Chelmsford, MA – June 12

2011 Past EVENTS

September 16, morning session Working in a Matrix – Corporate Education Group, Complimentary Corporate Preview, 2.5  Hours Waltham, MA.  If you are interested in attending,
RSVP to Charlotte at 978 649-8299

10/13/11 - Greater Boston Chapter of the International Institute of Business Analysts,in Waltham, MA evening – for more details see: http://boston.theiiba.org/index.php/home

October 16 – Coaching Skills for Project Managers – A 1-Day Workshop at Boston University’s Chelmsford campus http://www.butrain.com/share/scedesc.asp?CID=16045

Project Summit & BusinessAnalystWorld – Conference Presentation, Burlington, MA,
Monday, October 24, 2011 Leaders, Leadership and You http://www.projectsummit.com/boston/public-presentation-details.html?uid=6271&speaker_id=870&speaker_id2=&speaker_id3=&cbResetParam=1

November 2-3 – Effective Communication and Influencing Skills – A 2-Day Workshop at Boston University’s Chelmsford, MA campus http://www.butrain.com/share/scedesc.asp?CID=16026

November 4 – Leadership and Communication for Project Managers – A 1-Day Workshop at Boston University’s Waltham campus http://www.butrain.com/share/scedesc.asp?CID=16042

Nov 17-18 – Teams and Leadership– A 2-Day Workshop at Boston
University’sChelmsford campus http://www.butrain.com/share/scedesc.asp?CID=16017

December 2 – Facilitation for Project Managers – A 1-Day Workshop at Boston
University’sWaltham campus http://www.butrain.com/share/scedesc.asp?CID=16043

4/22/11 -Coaching and Coaches: The Good, The Bad and The Ugly  Acton Networking Group – contact me if you want a copy of the slide set, lots of information.

 4/30/11 – Professional Development Day at the Conference Center of Bentley University in Waltham, Mass. On 4/30, I’m speaking on Resolving Conflict with Different Styles of Communicators.  http://www.pmimassbay.org/content/index.php?view=details&id=135095%3Aprofessional-development-day-2011&option=com_eventlist&Itemid=152

 Corporate Education Webinars – Three 1-hour free Webinars, one PDU awarded for each

4/20/11-Working in a Matrix, 11am EDT – For more info and to register: https://www2.gotomeeting.com/register/243764435

6/8/11 -Leadership and Communication Skills for Project Managers, 11am EDT – For more info and to register: https://www2.gotomeeting.com/register/397758283

7/13/11 -Facilitation Skills for Project Managers, 11am – For more info and to register:   https://www2.gotomeeting.com/register/440737690