In the wake of another senseless act of violence, one that took 21 innocent lives at Robb Elementary School, the Butt family and H-E-B announced they will commit $10 million to help build a new elementary campus in Uvalde.
In partnership as founding donors, the Butt family and H-E-B, which are longtime supporters of public education, will work with other stakeholders and organizations on the development of this project. Texas firms Huckabee and Joeris General Contractors, which are also founding donors, have also made generous commitments to donate their services and time to this project, which will help the children, families, staff and Uvalde CISD community move forward together.
“Our first store in Uvalde opened in 1959, and Uvalde people are our people,” said Charles Butt, H-E-B’s Chairman. “As we continue to mourn tremendous loss, I join with my family and H-E-B in working to ensure the Uvalde community can move forward from this tragic event. Our children are this country’s future, and our schools should be a safe place where children can thrive and envision new possibilities.”
For those who would like to join the effort, contributions to support this project can be made by donating to the Uvalde CISD Moving Forward Foundation, a nonprofit charitable organization established to help raise funds for the new elementary campus as well as serve the immediate and ongoing financial needs of Uvalde CISD. Donations can be made by visiting UvaldeCISDMovingForward.org.
The new campus will significantly enhance educational offerings and implement state-of-the-art safety and security measures, and infrastructure to support the availability of new technology. The location and design of the new campus and timeline for the project have not been determined. The school district will work closely with the Uvalde community, donors, and other stakeholders to solicit ideas and gather feedback for the project.
Built in the 1960s, Robb Elementary serves approximately 538 students in grades second through fourth. The school has been permanently closed, and while a timeline hasn’t been determined, plans are in place for the school to be demolished, ensuring students and staff will not have to return to the building at the site of the tragedy.
In addition to this support, last month, H-E-B launched a donation campaign and announced it would commit $500,000 to support the victims and families affected by this heartbreaking event. Earlier this month, the H-E-B Tournament of Champions Charitable Trust also announced a $500,000 donation to support nonprofits helping fellow Texans in Uvalde.
“We thank our loyal H-E-B customers for their unwavering support of communities in times of need,” Butt added.
Since 1905, H‑E‑B has demonstrated its commitment to individuals and communities in crisis by donating financial support and emergency supplies, as well as providing efficient ways for customers to assist those affected by tragedy and disaster.
Jack Dennis, retired Facilities Management Executive at H-E-B, is also a former private investigator and continues on as a long-time journalist. He often reports on politics, crime, history, travel, nostalgia, entertainment, immigration, drugs, gang activities, and human trafficking. Please support our efforts to provide truth and news that corporate media will not. 🔹 Dodie Dennis, retired RN and health instructor, writes about health, nutrition, Big Pharma, nature, travel and everyday hacks-tips-hints.
Food prices have seen about a 20 percent increase in prices, the highest cost increases since the United Nations Food and Agriculture Organization (FAO) began measuring it three decades ago.
Their Food Price Index is bleak enough, but the United States forecast (USDA) indicates much more increases will follow.
Tips for Grocery Shopping
Note: As a 25-year executive for the highest rated grocery chain in America, writer Jack Dennis was over the Facilities Management Division of H-E-B FOOD/DRUGS. The Texas based retailer is prominently known for their friendly people, clean facilities and good prices.
The Tuesday Benefit
If you want to shop on the least crowded day of the week, pick Tuesdays. Often you may find discounts on meats, chicken and packaged produce that are close to their expiration date. We select such items that are freezeable at a cost of 25% to 50% off regular prices.
Never Shop Hungry!
Plan your grocery shopping trips to take place after a meal, or at least an hour or two before the next one. If you shop when you’re hungry, you’re much more likely to come away with food and snacks you didn’t plan on buying.
Even if the price increase is subtle, the yearly cost for your weekly supermarket trips will be substantially more. If you depend on restaurant take-out and delivery, the price surges will be even more eye-opening.
Keep your mind and body focused on the food you need. Don’t fall victim to the traps of grocery store marketing and product placement.
🔹Make a list of the items you intend to purchase to keep you on track.
🔹Plan your meals. Prepping a batch of meals will save on time, money, and unneeded calories.
Pick The Shortest Line
No one likes waiting in a long line at the checkout stand. Experience shows it is best to choose the line with the least amount of people in it, regardless of how full their carts or baskets might be.
At H-E-B and some other chains, checkers are graded by their IPMs (Items Per Minute) across the checkstands. It takes at least a minute or two to check someone out, even if they’re buying just a couple of things. Each item only adds about 3 seconds to the total checkout time, so a cart full of items doesn’t actually take that much longer to scan.
Look Up (And Down)
Only about one-third of in-store purchases are generally preplanned. Believe me when I say grocers and product experts know where shoppers look and even which patterns their gazes follow, in order to find the optimum position for products and to drive sales.
There’s a time tested adage in the grocery industry: “Eye level is the buy level.” These shelves are prime real estate at stores, but not every manufacturer can afford to stock their products there. When you’re shopping, be sure to scan the higher and lower shelves too.
When you see items on a supermarket shelf, you are actually looking at a planogram. These are diagrams that indicate the placement of products to maximize sales.
Get Cheese Sliced
Some of the best prices on cheese are on large blocks of it, but if you’re using it for sandwiches or burgers, slicing it at home can be a hassle. Instead, head over to the deli counter and ask if they’ll slice it for you.
Be Sure About Savings
If your grocery store has a 10 for $10 promotion on an item or items, be sure to check the original price of the item. While it probably won’t be that much more than $1, you definitely want to be sure it wasn’t less.
Use Meat Department Services
The meat department at your store may offer free services that many customers don’t even know about. Most butchers are willing to slice, tenderize, trim, and even grind cuts of meat for you. All you have to do is ask.
Compare Seafood Prices
When checking out the offerings at the seafood counter, look at the small type on the labels. If a product is labeled “previously frozen,” it’s worth it to head to the frozen section of the store to compare the two prices. Occasionally seafood is slightly cheaper when still frozen, so it’s an easy way to save some cash.
Of course, couponing is still a good idea as long as it is for an item or brand you need. Don’t forget to check in-store and online coupons.
Check The Clearance Shelves
Keep an eye out for your grocery store’s clearance section and visit it often. The marked down items you’ll find there are not necessarily about to expire—the store or the manufacturer may be discontinuing them.
Don’t Assume Bulk Is Cheaper
You know what they say about assumptions, and it’s just as true when it comes to bulk pricing. While larger quantities do often cost less, that isn’t always the case—for instance, produce items like peppers, apples, and avocados are often cheaper when purchased individually than in pre-packaged bags.
“Where do you get your ideas for articles? How do you develop and retain dependable sources? How do you sell more? Increase business? Obtain information?”
These are common questions I have received over the years as a “Jack of All Trades” being an investigative reporter, insurance salesman, business executive, trade organization president, writer, detective and corporate facilities manager. The simple answer is to be a good networker.
After making any connection, I always tried to build on it. Sometimes it takes creativity and thoughtfulness, but those are wonderful traits for life anyway. At HEB Food/Drugs, my division had thousands of employees (Partners), service providers, vendors and other resources to keep our stores, offices, warehouses, manufacturing plants and other real estate safe, lawful and in welcoming conditions.
Early on, I would use Rolodex files (labeled: “Sources,” “Engineers,” “Partners,” “Designers,” Electricians,” and others) for individual information on people in each category.
For example, when I visited Austin, Houston, Dallas, the Rio Grande Valley, the Coastal Bend and other regions of Texas, the file for that area would include more than just names, phone numbers, and emails. It was critical to have personal notes to connect and care with individuals I may come in contact with. Examples might be:
Birthplace, Birthday, Anniversaries, Spouse, Children, Other Family, Connections, Hobbies, Interests, Education, and Accomplishments.
Others items to note might include Affiliations, Career and Work History, Goals, Prides, and other interests.
“Is Bobby, Jr. still playing baseball this year? How’s Nancy doing in track? Here’s an autograph of Tim Duncan for your brother. I know he’s big on Spurs basketball,” were some ways to build rapport.
The key was to capture the bits and pieces of hot, vital information about people I met. These appear as phrases such as “Texas State alum,” “loves to fish,” “never eats lunch,” and so on.
Many times I kept a pocket recorder to help remember for when I jotted it down in the hotel room or plane ride later. As technology developed, I kept computer files and spreadsheets instead of manual Rolodexes.
Note: Even today, I do not include confidential information and confidential names on a computer or internet file. My reputation and ability to gather data and news depends on sourcestrusting me.
Resources You Can Count On
It’s all a lot of work, but worth every minute of it. What does all this have to do with resolving an emergency, mitigating a problem, gathering resources, or closing the sale? Just about everything when it’s used at the moment it’s needed.
Who can you depend on for help when your dealing with a hurricane, a sales proposal or news article?
I don’t subscribe to the saying “Networking is a numbers game.” The success doesn’t come from how many people you can meet. What you actually need is to have a list of people and resources you can count on.
One of my greatest mentors was a senior vice president of Facility Alliance at H-E-B, Ralph G. Mehringer. I watched and learned. When he met someone for the first time–a food server, janitor, visitor, new partner, whoever— Ralph was consistent about making them feel like the most important person in the room.
When I lived in an apartment above the Majestic Theater in downtown San Antonio, a neighbor, Walter Stovell, known as the “Godfather of Houston Street,” totally made eye contact with others–and he kept it. He smiled. He listened.
During conversations, Walter made comments and asked questions that showed he was hearing and listening. One day the current and two ex-mayors of the Alamo City walked by and Walter amazed me with his abilities to engage each one opportunities to express themselves without interruption.
What If You Need a Large List to Increase Sales or Potential Sales?
A sales person may mention to someone for whom has been a good customer, “I was just going through my checks, and I realized I spent over $2000 with you last year. I guess we’re really getting to depend on each other more than I knew.”
A typical question I receive is “where do you get your articles and story ideas?” They are all over, if you network properly.
You can expand networking by simply trading networks with someone else. How big is your network? If you answered infinite, you’re right. You’re only limited by the number of people on earth. Your network is potentially the size of all your contacts, plus all your relatives’ contacts, your friends’ contacts, your business associates’ contacts, and so on.
Suppose you want to introduce a new service you offer. Are you going to limit the list to the names you’ve been able to scrape together? Of course not. You’ll ask me for my list, and if I like the offer I might even ask a few other people for their lists. Instead of a few hundred names, you now have a few thousand.
Always treat anyone’s contacts with the utmost respect. Like tightrope walking, this is a system based on trust. A fall from grace, like a fall from the high wire, can be very hard to recover from.
3 Tips on Selling
🔹 Be Knowledgeable. If you want people to listen to you, you need to be an expert about the product you’re selling, about the market it exists in, and about the way it addresses the needs of your customer.
🔹Establish Rapport. Your primary responsibility is to establish a connection between the needs of the customer and the solutions that your product/service provides. It’s about them, not you. If you’re not paying attention to the customers’ needs, how could you ever accomplish that? Listen to what they’re saying. Ask questions to gain deeper understanding. Seek to build and demonstrate empathy.
🔹Build Relationships. Many people will go to online reviews to learn about your product or service. It’s amazing how much stronger leads are that come from customer referrals. Cultivating customer relationships will give you more leads, and when you listen to compliments and complaints about your offering, it will help you improve for future customers.
One final thought is to use the forever faith 80/20 rule. Twenty percent of your network likely provides 80 percent of the value. What have you done for them lately?
As far as I can remember, H-E-B Food-Drugs, a San Antonio based company in Texas has consistently been a strong proponent and practitioner for the environment. I retired from this outstanding retailer in 2009 as head of their Facilities Management Division and saw first hand how they are regularly recognized for its commitment to environmental sustainability.
🔹In 2021, H-E-B recycled more than 636 million pounds of cardboard, plastics, office paper, food waste, metal, and truck tires.
🔹Among its endeavor to minimize waste in 2021, H-E-B recycled 54 million pounds of food into animal feed and compost and recycled 17.5 million pounds of plastic.
🔹That same year, H-E-B’s recycling efforts saved the equivalent of 11 million trees, 1.6 million barrels of oil, and enough energy to power more than 83,000 homes for an entire year.
As part of H-E-B’s Our Texas, Our Future mission, and with support from Field & Futureby H-E-B brand products, the retailer is partnering with Texas Parks and Wildlife Foundation and their efforts to conserve wildlife, habitats, and natural resources in Texas.
H-E-B is a longtime partner of the Texas Parks and Wildlife Foundation, and the company’s commitment to environmental sustainability along with Field & Future by H-E-B will support efforts such as:
🔹coastal conservation along the Texas Gulf Coast,
🔹Black Bear restoration in West Texas,
🔹the establishment of Palo Pinto Mountains State Park in North Texas, the state’s newest state park expected to open in 2023.
Field & Future by H-E-B, which the company launched last year, is an environmentally minded brand of household, personal care and baby products designed to be clean and green.
The brand is made with recycled or recyclable content, biodegradable formulas or plant-based ingredients, and without over 165 harsh chemicals. Currently, there are nearly 100 Field & Future by H-E-B products on shelf, including dish soap, body wash, bath tissue, baby diapers, as well as trash bags and bags for recyclables, which are made from up to 65 percent and 30 percent post-consumer recycled plastic from H-E-B facilities, respectively.
“H-E-B is an iconic Texas company, and this new partnership with the Texas Parks and Wildlife Foundation, our official non-profit partner, is incredibly exciting,” said Texas Parks and & Wildlife Department Executive Director Carter Smith. “It’s fitting that the Field & Future line of products will benefit conservation projects across Texas, and we’re deeply grateful for this new partnership.”
With Earth Day around the corner, H-E-B Partners (employees) across the state are committed to taking their own steps to beautify Texas. Leading up to and following Earth Day, Partners will volunteer at outdoor events, tree plantings and community cleanups. Many H-E-B stores across the state also will host in-store events to celebrate Earth Day with their customers and communities.
Throughout the year, H-E-B works to champion sustainability initiatives throughout its own operations and across the Lone Star State.
In 2021, H-E-B became part of How2Recycle, a program that places clear, easy-to-read labels on products to let customers know if the packaging can be recycled, which parts are recyclable, and importantly, how to prepare material for recycling to reduce contamination.
The How2Recycle labels are already on more than 1,700 H-E-B branded items, which include H-E-B, Hill Country Fare, H-E-B Select Ingredients, H-E-B Organics, and Central Market.
Furthering its commitment to supporting sustainable efforts within the community, H-E-B gifted $135,000 to support the creation of a community recycling center in Ingleside. Slated to open in the summer, this will be the city’s first ever recycling center, which will service several communities near the Gulf Coast town.
“We know H-E-B and our customers have a shared commitment in protecting the land, water and air of Texas for generations to come,” said Winell Herron, H-E-B Group Vice President of Public Affairs, Diversity and Environmental Affairs. “As H-E-B works to reduce our packaging footprint and increase packaging recyclability, we also look for ways to support community access to recycling. We’re excited to partner with Keep Texas Beautiful and the City of Ingleside to make recycling available for the first time for 65,000 Texans.”
H-E-B customers also can support sustainability efforts through its annual donation campaign that benefits EarthShare of Texas, a nonprofit that supports more than 70 respected conservation groups. From April 13 through May 24, customers can donate $1, $3 or $5 online at heb.com or in store at checkout, which will benefit the nonprofit organization. From the donation campaign, more than $1 million has gone to support the nonprofit.
For a number of years I taught a class called “A Bias For Action” to literally thousands of employees in classrooms, meetings and one-on-one.
It was important to make certain we had “shared expectations” and “working definitions” immediately. Hard as it might be to admit it, we sometimes put off the tough stuff in our lives and especially our job.
Some leaders would avoid confronting a direct report who isn’t performing within the new work environment. Others had a tendency to postpone projects that would test their self-confidence, abilities, comfort zone or patience. But procrastination is a leadership pitfall. Causing stress and anxiety, it sticks with you like glue until you’ve addressed it. So tackle the tough stuff first, and you’ll immediately eliminate undue stress, build your abilities, raise your comfort level, and boost self-confidence, too.
Here are some points to keep in mind:
Procrastination is the enemy.
According to “Psychology Today,” 20% of people are chronic procrastinators. They avoid challenging tasks or addressing big issues, even seeking out opportunities for distraction.
So, what’s the big deal? Procrastination is negative and always has consequences — some direct, some indirect. These negative implications can be tangible, like a missed deadline, and intangible, such as irritability from losing sleep over an issue. It’s an enemy that affects you, your team and your company’s potential to succeed.
Addressing challenges is often easier than you think.
Taking the first step is the hardest part, but things often go smoother after that. The classic example is when you’ve needed to address a performance issue with a direct report and been a bit worried over doing so. Then when you go to talk about it, the person is surprisingly receptive, rather than reactive, and your anxiety melts away. You think, “Why didn’t I do that sooner?” You’ve freed up your emotional and mental currency, the problem is addressed, and now you’re able to get back to and really focus on your main job.
Dealing with “it” leads to greater productivity.
Some people claim that they work better under pressure and actually use that clichéd excuse to avoid a project, problem or person. But this mindset’s repercussions can prevent and destroy productivity.
For example, maybe you’ve put off fixing some software bug because it would test your patience and take too much time. Yet the crippled system slows the daily performance of your direct reports — and then stops altogether when it crashes one day. Everyone (most notably you) now suffers big consequences. You must do (in panic mode) what you previously put off, plus repair and pay for more serious damage that’s now been done. No doubt, fixing the problem in the first place could have lessened or prevented the blow, yet one common reason people procrastinate “dealing with it” is simply because they don’t know how or where to start.
Begin by putting some ideas down on paper and then build a specific, deadline-oriented plan for tackling that tough stuff…and there will be A LOT during this time. Doing so will help you create the accountability and steps necessary for your goal achievement. And it will also help prevent further procrastination, so you can drive, rather than dodge, that critical, ever-productive change.
6 Strategies ASAP To Keep Procrastination At Bay:
🔹Start on the day before day one. Your strategy to avoid workplace procrastination should start before your employee’s first day. Start with clear and accurate job description matched up to accurately qualified candidates, then analyze the next steps of your hiring process.
By recruiting and hiring employees that possess the right skills for the jobs at hand, you’ll get off to a good foundation in your quest to avoid procrastination pitfalls. Incorporate checkpoints in your interview questions, reference check process and in your interview testing process to look for signs that your potential new-hire has a procrastination track record.
Clarify goals and expectations. Now that you’ve done your best to hire the right employee for the right role, it’s quintessential that you set them up for success with a strong start. By communicating company-wide (as well as departmental) goals clearly and defining the expectations of the specific role, you’ll alleviate gray areas that could lead to workplace procrastination.
Make communication a two-way street. As business owners try to avoid workplace procrastination and correct it when it occurs, opening the communication lines with employees can be the greatest way to drill down on the causes. Create multiple communication vehicles to help employees communicate with management regarding issues that could lead to and improve upon workplace procrastination. This communication strategy can consist of surveys, anonymous comments boxes and push notifications via mobile app or intranet tools.
Train, train and retrain. Bake procrastination avoidance strategies into your training program for all employees. Be sure to train managers on ways to spot, address and avoid workplace procrastination issues among their teams.
Work on your company culture. A team of motivated, engaged employees feels connected to the company mission at a deeper level and less prone to procrastination. Company culture can be the edge your business operations needs to keep procrastination and all its repercussions at bay. Creating a strong culture may consist of employee recognition programs, career development opportunities as well as work life balance considerations.
🔹Trust but verify. It’s important to place trust in your team and trust your hunches regarding your business, but the importance of measurement can’t be discounted. By setting up systems to measure deadlines, productivity and detect dips before they have detrimental impacts, you will gain real visibility into your business operations. Using this data, you can avoid workplace procrastination as well as be able to quantifiably reward the positive efforts of your team.
Letting procrastination run rampant in your workplace can cost your business customers, impact your bottom line and create a negative culture. If you make smart hiring decisions, set your team up for success and measurement performance, however, you’ll be able to avoid the complications that workplace procrastination can bring.
Please Support These American Owned Businesses Today
You see, while inside getting groceries, I came upon a little girl prancing down the aisle making a crazy noise. I turned around to see this young lady wearing massive boots compared to her tiny body. At first I just giggled and continued shopping.
I ended up in the check out lane behind her and her mother. As good southerners do, we struck up conversation. I told the little girl that I liked her boots. She had a massive grin on her face and began to speak. She let me know that those boots belonged to her Daddy.
“Today would have been his birthday, but he was killed last year in ‘Afghan Stan,'” she informed me.
To feel better about today, she was allowed to wear his boots. As her mom started to cry, so did I, as did the cashier.
Apparently, the gentleman behind me heard the story and gave the little girl a cupcake out of the dozen he was buying. He told the little girl to always eat a cupcake for her dad’s birthday. He told her that her dad was a hero and that she should be proud to be his daughter.
Please remember why we are able to celebrate America. Let’s stop to think about those who protect the freedom that we often take for granted!”
In the early 1960s, I recall watching Lucille Ball getting locked in a freezer on her legendary comedy program “I Love Lucy.” Somehow that episode stuck with me into adulthood. As Director of Facilities Management at HEB Food/Drugs in Texas for over 25 years, I had heard of people being locked in freezers, but was thankful it never occurred in our stores, warehouses or manufacturing plants.
We made sure all walk in freezers had interior opening mechanisms and checked/maintained them frequently to prevent a catastrophe. When I served as President of the Professional Retail Maintenance Association, we emphasized the importance of prevention in design, procurement, training and maintenance.
Although they are rare, instances of workers sustaining an injury or losing their lives as a result of being locked in a freezer do occur. These types of accidents are extremely dangerous, especially if the trapped employee is unable to call for help or must wait until the next day for aid.
Obviously, victims are primarily at-risk of suffering from exposure to cold. Hypothermia occurs when a person’s body temperature drops significantly below the normal level of 98.6 degrees fahrenheit. There are three basic levels of hypothermia:
Mild hypothermia, which occurs when the core body temperature lowers to between 93.2 degrees and 96.8 degrees fahrenheit;
Moderate hypothermia, which begins to take place when the core body temperature drops to between 73.4 degrees and 89.6 degrees fahrenheit; and
Severe or profound hypothermia, which takes place when the core body temperature drops to between 53.6 degrees and 68 degrees fahrenheit.
A person suffering from hypothermia will usually begin to feel lethargic and fatigued well before reaching the severe hypothermia stage. Victims may become confused and disoriented and may also exhibit slowed breathing or speech as well as a loss of feeling in the hands and feet. Once a person’s core temperature has reached severe hypothermia levels, he or she is at a high risk of cardiac arrest and death.
Workers could also suffer from breathing in carbon dioxide, which is emitted by dry ice and can be fatal. Exposure to refrigerants, which function as cooling agents and include chemicals, such as chloroform, carbon tetrachloride, and methyl chloride can also be dangerous. These types of chemicals are toxic in large quantities and can also lead to oxygen deficiency, especially when in a small place.
Even workers who are not trapped for a significant amount of time can sustain injuries. For instance, brief exposure can cause frostbite, which occurs when a person’s skin and underlying tissues are frozen. Generally, the lower the temperature in the freezer, the more quickly frostbite is likely to occur.
Frostbite is also more likely to affect the extremities, such as the feet and hands, which can be especially dangerous for victims who are also suffering from hypothermia and so have lost feeling in those areas. Frostbite usually takes the form of reddened skin with gray or white patches, numbness, and blisters.
When I worked in the corporate world, some of my fellow coworkers told me I reminded them of Patch Adams, from a 1998 movie they saw starring Robin Williams.
Well, I went to see the film. It’s about a real doctor, Hunter D. Adams who is defined as an “American physician, comedian, social activist, clown and author.”
Except for the physician part, I could identify with what my colleagues meant when we made our serious work fun, productive and “a touch theatrical.”
Often, I was called upon to produce skits, stagecraft or dramatic presenations around Texas, for various speeches, conferences and meetings. In competition, we always won.
I even had my own segment on HEB-TV, a monthly 30 minute production shown to all 100,000+ employees. The employee newsletter’s back page was reserved for my writings and teachings.
While also serving as president of a national facilities management association for retailers, I was called upon to speak to large crowds (over 10,000 in New York) at conferences in places like Orlando, Chicago, Los Angeles and Las Vegas.
However, there is one thing I had to be careful about to maintain my professionalism. That was being politically correct. It did stifle me, but I struggled through it and learned more about leadership because of it.
Jack Welch, in his book “Winning” calls it candor–something he urges every CEO to practice in their company. He encourages people to say exactly what they mean and not what’s politically correct. That’s how he made General Electric such a world success.
My boss and mentor at H-E-B Food/Drugs, Ralph Mehringer, encouraged me to be forthright in what I believed. He trusted I would achieve, innovate and solve. Through him, I learned there were times to be politically correct.
Early on and often it wasn’t what some wanted to hear, but it didn’t take away the truth in it. And that’s undoubtedly the precedent of anything good.
According to philosophers and psychologists, we are somehow socialized from childhood not to say what we mean because it’s simply easier not to. You can cause pain, resentment, anger and feel obligated to clean the mess.
Which is quite reasonable until you dig beneath the gravel and find sand particles of pure self-interest. Making your own life easier, it never favors the other party in the long run.
Somehow my sister, Bobbi Dennis Shipman (a successful hospital and health systems consultant) and I both found strength in our ability to cut through weeds and cut to the chase to make the right things happen. In most cases we can do it diplomatically.
Ever challenged a thought amongst strangers and made a friend on the spot? It’s the respect you earn by just being you. How about telling your boss what nobody else is brave enough to? You might uunerve her, candor does that to people but it also leaves a solid impression.
Truth is, it won’t always go too well for you to be candid. I know of a friend who once lost his job for speaking his thoughts amidst investors who were visiting their company’s anniversary celebration. Looking back, he laughs at how fast he sent everyone scattering, mostly towards the bar.
Overall, we can’t continue to uphold hypocrisy in the wolf clothing we seem to have polished to make the package more presentable. It might feel like fighting human nature, and indeed it is. But it’s up to you and me to endure the uncomfortable shift for a more honest society.
Often it isn’t what you want to hear, still it doesn’t take away the truth in it. And that’s undoubtedly the precedent of anything good.
The Secret to How Ritz-Carlton, H-E-B, Disney, ClubCorp and Goettl Soar
JackNotes: Summaries of Wisdom
Fortunately, I worked for a remarkable Texas business, H-E-B Food Drugs, from 1980 to 2010 and retired early as an executive over their facilities management organization.
H-E-B invests a great deal in training their employees (known as “Partners”) including customer service all the way. I made certain to retain and use this learning in my personal growth but loved to share it within my department.
Personal significant learning events included Six Sigma Certification, Executive Reinvention by Tracy Goss, Disney University, Project Management, Executive Finance from Southern Methodist University’s Cox School of Business and so much more.
Working with Clubline at Fair Oaks Ranch Golf & Country Club near San Antonio, I’ve been able to practice what I preach adapting their “Warm Welcomes, Magic Moments, and Fond Farewells” creed.
Like H-E-B, one of the best in their business is Ritz-Carlton. Service is EVERYTHING to them. It is what defines the chain in their very competitive niche. This is not to say that other firms that offer similar products do not have as a goal top-level customer service. They do. But few execute this as well as the Ritz-Carlton.
Three Steps of Service
It starts with their Three Steps of Service. These are:
A warm and sincere greeting. Use the guest’s name. As you walk about you are surprised by the number of times you are actually referred to by your name. Super simple idea that is sales or marketing 101. It is, however, very hard to execute on this. The Ritz-Carlton does this very well. Find a way to incorporate this into the approach of your staff to your clients. No one ever heard a better word spoken than their own name.
Anticipation and fulfillment of each guest’s needs. Your needs are anticipated in advance through questions, and the answers and preferences are recorded for future use. Don’t like a high floor? You will probably never be assigned one again. But this is the easy CRM type stuff. The difference is a rooms attendant seeing that champagne is in a container with mostly melted ice and immediately returning with ice to refill… anticipation of the need, with no management intervention.
Fond farewell. Give a warm good-bye and use the guest’s name. As you leave you are graciously thanked by everyone in the lobby area for your stay, and sent on with wishes to see you back as a guest soon. But with them it doesn’t just come from one individual, this comes from at least two other reception staff, from the two executives that are in the lobby awaiting arriving guests, from the many other staff, out the door to the bellman and valet driver, you are experiencing the delivery of an entirely different level of service.
Ladies and Gentlemen
How do the management drill this level of engagement down so that it is authentically delivered without prompting by the entire team? What gives the staff, the Ladies and Gentlemen serving Ladies and Gentlemen as they are referred to, the OK to boldly step out with imaginative service in ways that seem held at bay with other companies despite their best intentions?
I am sure there are many more points but this list of 12 ‘Service Values‘ give clues. Read this list and where it says ‘Ritz-Carlton’ change that name for your company or personal brand.
Change also the word ‘guest’ to client or customer, as for most readers that is probably more relevant anyway.
The list of 12 starts with a declaration of the corporate mindset that you, the employee, are proud TO BE Ritz-Carlton. The brand, the experience, IS YOU.
This is reinforced by the following:
I build strong relationships and create Ritz-Carlton guests for life.
I am always responsive to the expressed and unexpressed wishes and needs of our guests.
I am empowered to create unique, memorable and personal experiences for our guests.
I understand my role in achieving the Key Success Factors, embracing Community Footprints and creating The Ritz-Carlton Mystique.
I continuously seek opportunities to innovate and improve The Ritz-Carlton experience.
I own and immediately resolve guest problems.
I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
I have the opportunity to continuously learn and grow.
I am involved in the planning of the work that affects me.
I am proud of my professional appearance, language and behavior.
I protect the privacy and security of our guests, my fellow employees and the company’s confidential information and assets.
I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.
These are reviewed continually. It is not enough, as most companies do, to have an orientation meeting or two, give the employee the manual, and think the job is done. Daily focus is paid to one of these service values. It is as if the life of the company depends on it. Guess what? It does!
Without this the Ritz-Carlton is just another luxury brand chain, H-E-B is just another grocery and gas store and Goettl Heating, Air Conditioning & Plumbing would only be defining themselves by the facilities, the amenities, the products and services they sell.
Tis the season for more storms and power outages. When the big snow and ice storm of February 2021 hit, we were prepared. For 20 years I was over Facilities Management at H-E-B Food-Drugs stores, offices and their properties throughout Texas and Mexico. Here are some quick tips I learned along the way that can help families stay safe.
Before an outage, create an easily accessible emergency kit with these items:
one gallon of water per person
manual can opener
nonperishable food items like granola bars, jerky and trail mix
Install appliance thermometers in your refrigerator and freezer. Doing this will help you tell if your food gets warmer than 40 degrees F—the danger zone for food-borne illness.
Keep the fridge and freezer full to keep everything cold longer. Tuck extra bags and bottles of water into the fridge and freezer to maximize the cold. If you anticipate an outage or receive notice of a planned one, think ahead and set your refrigerator temperature to the coldest setting.
During an outage
It’s a good idea to report your outage first. Then, turn off all appliances and lights that were on when service was disrupted, leaving a lamp on so you’ll know when power is restored.
Keep your refrigerator and freezer closed. Unopened, a refrigerator will keep food cold for about four hours without power, and a freezer will keep food cold for about 48 hours without power.
Turn off the circuit breakers to major appliances. When power is restored, this prevents overloads.
Avoid burning candles as this creates a fire hazard. Stick to flashlights. Even headlamps work, especially for the kids!
Once power is restored, avoid overloading your circuits by turning appliances back on in 15-minute intervals.
We encourage you to be prepared before an outage happens. Create your emergency kit and practice what to do during an outage with your family. Be prepared and stay safe.
One of my favorite watercolor and graphic design artists is Jill Vance Bukowski out of Hewitt, near Waco, Texas.
I first met Jill–from Portales, New Mexico–in December of 1983. As the construction supervisor overseeing a new H-E-B Food-Drugs store we affectionately name “Challenger 7,” (it was the 7th store in Waco at the time), Jill was one of the retailer team Partners during the final phase before opening the store.
Very talented, with her trademark smile and happy disposition, Jill was fun to be around. Over the years we remained friends as she moved to San Antonio H-E-B headquarters at the historic U.S. Arsenal complex to work in graphic design in 1985. We would take our children, (Jill’s: Lacey and Logan, mine: Jennifer and Mark) to the circus or zoo back in the day.
Her husband, Paul, is a hardworking, dependable plumber with his company, Bukowski Brothers Plumbing, in Waco nowadays.
Over time her son, Bo and my youngest boys, Jack and Brady came to know each other at our lake house on Lake Buchanan (good halfway point between Waco and San Antonio) in the early ’90s.
Although I haven’t seen them in over 15-years, through the magic of internet we’ve kept up as our children have grown into adults with kids of their own.
Recently, I noticed she has Jillski’s Art in Hewitt and recognized the same familiar talent and style in her watercolor offerings.
Summary of Tracy Goss book The Last Word on Power: Executive Re-invention for Leaders Who Must make the Impossible Happen
I first metTracy Goss, one of the foremost experts on transformational leadership in the late 1990s, as an executive at H-E-B Food/Drugs in Texas.
I had been warned that grown men and women, people I knew, were experiencing emotional experiences–some even cried–as she “gutted you open to force you to be honest with yourself” before she “changed your paradigm about making the impossible actually happen.”
I saw remarkable transformations in leaders. It was hard work, but the changes in those of us who learned from Goss was extraordinary.
Her book and classes were some of the most powerful I have ever experienced. She consults to CEOs and top executives of major communications, technology, banking, food and retailing companies, in the U.S., U.K., and Europe.
As with all JackNotes, this is a summary of knowledge to improve and live better lives. This particular summary is longer than most, because the book (for high level executives and leaders) is detailed and academic. More detail is provided than in most of my summaries.
Ms. Goss is the President of Goss-Reid Associates Inc., and cofounder of the Leadership Center for Reinvention, both based in Austin, Texas.
My training included one-on-one and group sessions with her. Per “train the trainer” sessions, I also taught other executives throughout the company. It was certainly life changing.
Her book is billed as an invitation to accomplish something so extraordinary that it currently seems impossible. A big-stakes game lies at the heart of this. She has conducted intensive programs for executive leaders and the key leaders throughout their organizations. So revolutionary is this course that it has changed the lives and organizations of the people who have gone through it. I have italicized some of the key points.
Chapter One: The Power to Make the Impossible Happen
The power that brought you to your current position of prominence and responsibility as a leader – the power that is the source of your success in the past – is now preventing you from making the impossible happen in your life and in your work.
You must acquire a new kind of power: the power to consistently make the impossible happen. The pathway to this new power is to completely “re-invent” yourself: to put at risk the success you’ve become for the power of making the impossible happen.
The outcome of Executive Re-invention, for those who take it on, is an entirely different relationship with reality, not only with the future but also with the past and the present.
Goss defines this advanced level of power as the ability to take something you believe could never come to pass, declare it possible, and then move that possibility into a tangible reality.
Once you acquire the capacity to generate the power to make the impossible happen, it cannot be taken away from you. In fact, it increases over time.
Fortunately, this power can be acquired by anyone- anyone who is committed to something in his or her life that is currently not possible and who is willing to “re-invent” himself or herself to accomplish it. Nobody can achieve that sort of power by copying what someone else did.
Executive Re-Invention is a series of radical transformations in which you put at stake the success you’ve become for the power of making the impossible happen. Through seven distinct transformations, you completely re-invent yourself as a leader by redefining your reality of the past, present, and future and your relationship to taking risks, winning, action, and being extraordinary. Executive Re-Invention provides you, and allows you to provide others, with the capacity for making the impossible happen regardless of past experience or current circumstances.
Some people are concerned that the imperative to “re-invent themselves before they re-invent the organization” implies that there is something wrong with them. Nothing could be further from the truth. Executive Re-Invention is not remedial work. It does not even improve the leader’s skills. It takes leaders someplace new, to unknown and unfamiliar territory.
Executive Re-Invention is not a psychological journey. It’s not a theological journey. It’s not even a philosophical journey. It is primarily an ontological journey. Ontology is that branch of philosophy that deals with the nature of reality and different ways of being. Executive Re- Invention is concerned with the different ways that you as a leader are being and how that determines your reality of what’s possible and not possible.
The purpose of this book is fivefold:
1. To introduce the path of Executive Re-Invention for leaders and engage them in making the impossible happen
2. To incite people to see the value of following this path, to re-invent themselves and the leaders of their organizations
3. To dispel the myths and habits that hold people back from their own destiny
4. To end the despair about resistance to change in organizations, and, as result of the first four purposes:
5. To catalyze the emergence of extraordinary leadership in all aspects of everyday life.
Leaders Must Reinvent Themselves First
If you are going to re-invent your organization, then in order to succeed, you must first re-invent yourself.
The way key leaders think and act has been a key force in giving the organization its current identity and practices. Therefore, if you are one of these people, and you do not re-invent yourself before you begin, then your re-invention effort will not accomplish what you want.
The situation of corporate leaders today is that they take on the “top gun” missions of complete corporate re-invention but without any training.
If you are a breathing human being, you are resistant to change. Like all your fellow human beings, you are designed to be incapable of starting with a clean sheet of paper. This is not a matter of changing what you are doing, but of transforming your way of being.
Until you have re-invented yourself to be personally free from the constraints and limitations of your own past (including your own past successes), you will not have the power to deal effectively with what is the source of resistance to change – either your own or that of others.
Transforming Your Way of Being versus Changing What You Are Doing
Change is a function of altering what you are doing – to improve something that is already possible in your reality (better, different, or more). Transformation is a function of altering the way you are being – to create something that is currently not possible in your reality.
The way you are being is the source of your reality, which in turn is the source of your actions.
It is difficult to realize in the environment of typical business language that your actions are always the expression of some overall way of being unknown to you, of which your will and decisions are just a part.
The Context is Decisive
To alter the way you are being, you must engage with the phenomenon of context. Context is the human environment that determines the limitations of your actions and the scope of the results your actions can produce.
This explains why copying someone else’s strategy – while it may improve your reputation – never seems to lead to an effective action.
Changing processes will not get to the heart of transformation because you cannot get to being from doing. Processes and doing do not provide people with the power to alter their context.
Creating context is a cornerstone in the foundation of Executive Re-Invention. You shift the way you are being by creating a new context from which to relate to reality.
Language is the House of Being
Language is the only leverage for changing the context of the world around you. This is because people apprehend and construct reality through the way they speak and listen.
By learning to discover the concealed aspects of your current conversations and learning to engage in different types of new conversation, you can alter the way you are being, which in turn, alters what’s possible.
When you create a new context, you create a new realm of possibility, one that did not previously exist.
The leaders of the American Revolution created a new realm of possibility for humanity. They did this by declaring, “human beings have rights.” This brought about a new political environment.
The Stages of Re-Invention
This book takes readers through seven separate transformations. Each one involves new skills and new ways of thinking. Each requires some practice, and some willingness to experiment. Each offers an opportunity for broadening your own capabilities, for making the impossible happen in your own life and in the life of those around you.
The first four stages have to do with freeing yourself from the constraints of the past:
1. Uncovering your winning strategy: learning to recognize the existing sources of power underlying your individual success in the past
2. Experiencing the limits of the Universal Human Paradigm at work in your actions: undoing the context, and the way of being, that lead you to seek continuous improvement instead of re-Invention
3. Learning to put everything at risk: becoming willing to operate with no guarantee that you will succeed, and with your eyes wide open to the high odds of failure and the accompanying consequences
4. Inventing a new master paradigm that provides you with a new source of power: making a series of declarations that constitute a new master paradigm that allows you to engage the forces around you in an unprecedented manner
The last three stages build your capacity for making the impossible happen:
5. Inventing an impossible game to play: creating the future that re-invents you as a leader, and making bold promises in the game you have chosen to play, so that you do not spend your life carrying a spear in someone else’s opera.
6. Breaking the addiction to interpretation: operating in a reality where there are no “shoulds,” and where every problem and dilemma is seen from the standpoint of an invented future rather than through the filters of history
7. Operating beyond the limits of your Winning Strategy: learning to operate beyond compensating for what’s not possible. Like building a new set of muscles, this stage develops the capacity to have your everyday acting express the “impossible future” you have invented.
Who are the candidates for Re-Inventing Themselves?
The “impassioned” CEO or anyone accountable for an organization’s future
Anyone in the position of being an “executive transformational catalyst”
Anyone engaged with a “designated impossibility”
Before moving on, ask yourself these three questions. Answer the one which is the most evocative for you.
1. What are you interested in accomplishing that requires you to re-invent yourself to accomplish it?
2. What would you be committed to accomplishing – if only it were possible?
3. What’s worth accomplishing – so much so that it would be worth re-inventing your whole self?
Chapter Two: Uncovering Your Winning Strategy.
Discovering the Source of Your Success, Which is Also the Source if Your Limitation
A Winning Strategy is a lifelong, unconscious formula for achieving success. You did not design this Winning Strategy, it designed you. As a human being, and as a leader, it is the source of your success and at the same time the source of your limitations. It defines your reality, your way of being, and your way of thinking. This, in turn, focuses your attention and shapes your actions, thereby determining what’s possible and not possible for you as a leader.
Success is Never Free
Your Winning Strategy is not what you do. It is the source of what you do. It is a manifestation of who you are being. That is why, to a surprising degree, your behavior (what you are doing) is governed by Your Winning Strategy.
For as long as your Winning Strategy is your ground of being, it will never occur to you to take actions beyond it.
But as soon as you must take on the impossible, the Winning Strategy will not only cease to be useful, it will impede you from succeeding.
Your Winning Strategy also determines what, from your point of view, is wrong with other people.
The purpose of this first stage of transformation is not to find a better Winning Strategy, but (1) to recognize your own individual Winning Strategy and (2) to recognize the Compensating Power principle at work in your own Winning Strategy, and how this affects your current source of power.
The Compensating Power Principle
The Compensating Power Principle: Every time you exercise your Winning Strategy and produce a possible result to compensate for what’s “not possible,” to an equal degree you expand the scope of what’s “not possible,” thereby keeping the cycle going.
Re-inventing yourself does not mean replacing one Winning Strategy with another. Any Winning Strategy is as limiting as any other and keeps you trapped in the past. Re-inventing yourself deals with releasing yourself from the grip of all Winning Strategies. It means releasing yourself from the relentless practice of applying any formula that is a compensation for what’s not possible.
Start by asking yourself: In my everyday work life:
What do I listen for? (“listening for”) To what is your attention drawn? One way or another, this “listening for” element determines whether or not you will move into action and shapes the action you will take.
Observe yourself taking notes at meetings or programs. What information do you write down?
Notice when you feel you’re in the right place and things are going well. What gave you the clue that things were okay?
Ask yourself during conversations, “In what way is what I ‘listen for’ expressing itself in the conversation that I’m presently having?
“Listen for” what it is that prompts others around you to go into action too fast.
Ask someone who knows you well what they think you “listen for.”
From what actions do I expect power? (“so as to act by””) What represents an essential solution or action, in any given situation, to produce a successful result” You don’t consciously dwell on your actions; they are automatic responses to the context created though your listening.
Some techniques to uncover this include describing four or five examples of what you look like in action. Are you designing, confronting, persisting, helping, persuading, or taking responsibility? You should begin to see a pattern in your descriptions that expresses how you move forward in order to achieve success. Think about your negative opinion of others.
People sometime condemn others for not acting “properly” Your opinion of them is a clue to your “so as to act by” element. Examine your own speaking – in both verbal and written form. The act of writing, more deliberate than speech, forces you to choose words that are significant. Your writing holds clues to subtle nuances that reveal your approach to action.
What is the desired outcome of my life? (“in order to”) What’s most important to you in the long run? You act, move, study, talk, and make decisions in order to what? In order to achieve what outcome?
To articulate this component of your Winning Strategy you can examine your past.
You can ask yourself what the worst thing is that could happen to you as this element is easiest to spot when it is threatened or thwarted.
Expressing Your Winning Strategy as a Whole
Think about the three components of your Winning Strategy as a whole. Revealing is truly a discovery process: You must unearth your own Winning Strategy. Your Winning Strategy is as unique to you as your fingerprints.
Winning Strategies in Organizations
Organizations too, have a Winning Strategy. It is a reflection of the Winning Strategy of the organization’s leaders.
If the senior leaders are in a position where they can’t be pushed out, and they don’t leave of their own volition, they will push the organization back to the point where they are again needed and feel power. They might say they are willing to do anything to help the organization’s success, but the Re-Invention process will be undermined.
Chapter Three: The Universal Human Paradigm.
The Voice Whispering in Everyone’s Ear
A paradigm is a constellation of concepts and values shared by a community of people. The larger the community, the more significant and all-encompassing the paradigm.
The context of the Universal Human Paradigm, which colors all choices, decisions, and actions, is this:
o There is a way that things should be.
o And when they are that way, things are right.
o When they are not that way, there’s something wrong with me (the interpreter of events), with them (other people) or with it (anything in the world).
The Way Things “Should” or “shouldn’t” Be
There is a way that things should be. And when they are that way, things are right. When they’re not that way, something is wrong with you, them, or it.
This context of the Universal Paradigm is the source of the Winning Strategies described previously.
Since it’s so universal, why be concerned about it? Because the Universal Paradigm, which we have learned from childhood onward, hamstrings us in fundamental ways that affect our ability to create the impossible.
The Perpetual “Missing Dot”
A good way to understand the Universal Human Paradigm is to compare it to a popular game. Think of life as that familiar nine dot puzzle that is often used to show the advantage of “lateral thinking”.
The object of the game is to connect a square of nine dots with four straight lines without ever taking your pencil off of the paper. Once we know the trick, of course, the new awareness seems obvious. But it was not obvious before.
To live your life by the principle that “life should be some way” is to spend your life playing the equivalent of the nine-dot puzzle without connecting the last dot. As soon as you make that last move, at whatever cost it takes, another dot mysteriously opens up elsewhere in your life. You get better and better at playing the connect-the–dots game and you reap success in the process. But every attempt leaves just one dot unconnected, one goal unmet, one significant aspect of life unfulfilled.
You can only solve the nine-dot puzzle by becoming aware of the artificiality of the limits of the box. Similarly, you can only break out of the Universal Human Paradigm by increasing your awareness. The first step is the same as the first step in solving the nine-dot puzzle: to step out of your imaginary frame and look closely at the parameters of the puzzle.
Survival Under the Universal Human Paradigm
The more you follow your Winning Strategy, the more you are buying into the game. As long as you think you are playing the game effectively, you don’t question the need to play it.
The survival game established by the Ultimate Human Paradigm is the game that holds you back from making the impossible happen.
The Universal Paradigm in Organizations
The default context of organizations is the context of the Universal Human Paradigm: that there’s a way things “should” be. When they are that way, things are right. When they’re not, there’s something wrong with me, them, or it.
One of the ways you can spot a transformed group or organization is to observe how people relate to each other. Their interactions are not based on personalities or on results; they are based on their commitments.
Chapter Four: “Dying” Before Going into Battle.
Freeing Yourself From The Illusion That You Can Control Life So That It Turns Out The Way It “Should”.
Japanese Samurai warriors, in reminding themselves of the inevitability of loss, used the phrase “Die before going into battle.” This practice allowed a warrior to enter an episode of combat without fear of death. He had brought himself through an experience of the acceptance of death ahead of time. His death was a plausible outcome. In this way the warrior was able to fully give himself to his mission without concern for survival. Such freedom made all the difference between defeat and victory.
The equivalent of experiencing “dying before going into battle” for today’s leaders is to accept – as if accepting a gift – these statements:
o Life does not turn out the way it “should.”
o Nor does life turn out the way it “shouldn’t.”
o Life turns out the way it does.
The End of Hope
Accepting that “life doesn’t turn out the way it should” is the equivalent of an alcoholic “hitting bottom”. You must go through a life-transforming experience before you can transform your relationship to the addiction and before you can move from denial to acceptance.
There are a least three significant implications of the statement “Life does not turn out the way it should.”
In the long run, your Winning Strategy will never completely “work.”
Your life will never be complete. To be a human being is to devote your life to pursuing the ninth dot until you die.
You cannot control the outcome of your life. In the end, the outcome will be the same. One day you will die. Someone with a shovel will throw dirt over your face. You will be, at that time, as satisfied or unsatisfied as you will be. In the meantime, life won’t follow the pattern of the controls you are trying to put in place.
Your life will not turn out as you hope it will. There is no hope of life “turning out as it should.” Life turns out as it does.
Accepting Hopelessness as a Gift
Accepting that you can’t control the outcome is not the end of action – it is the opening for the boldest and most daring action. You can accept total responsibility for your choices and actions. You are free to play full-out in creating and implementing an extraordinary future for yourself and your organization.
For this transformation to affect you, you must see through the illusion that you can control the outcome.
You can provide a different quality of life for your life. You can take on making the impossible happen, knowing all the while that even if you do that, you will still not alter the outcome. The author calls this process “getting to zero” – reaching a state where you do not interpret events as being “better than they should be” or “worse than they should be”. Events are simply what they are.
Chapter Five: Creating the Re-Invention Paradigm.
Acquiring the Capacity to Make the Impossible Happen
The next transformation is to invent a new master paradigm – the Re-Invention Master Paradigm – discovering its possibilities as if nobody had ever discovered them before.
Inventing a new master paradigm is accomplished with language: specifically the speech act of declaration.
A declaration is the act of speaking that brings forth a future the moment it is spoken.
For a declaration to be authentic and have the power to create a future, one element is essential. The person who speaks the declaration must have authority in the area in which he or she is declaring.
A Declaration of Possibility
The new realm of possibility you declare is founded solely on your stand for that possibility – without precedent, argument, or proof. Said another way: A declaration of possibility brings “what is not” into existence as a possibility.
As with all declarations, to make an authentic declaration of possibility, you must have authority in the arena in which you are declaring. That arena is: What you say is possible, and not possible, in your future.
You are the authority in the arena of what you say is possible and not possible in your future. You have total authority with regards to what you say is possible and not possible in your future.
While this may seem self-evident, it is extremely important to understand that in the past you have not taken this authority. As a function of your Winning Strategy and the Universal Human Paradigm, you have given away your power to determine what is possible or not possible in the future. You have given over this power to the past. Anything impossible in the past has been impossible in the future.
You are about to break through this barrier. You will reclaim the power you have given to the past.
Creating the Re-Invention Paradigm
Getting beyond the limits of your Winning Strategy and the entire Universal Human Paradigm requires reclaiming the power you have given to the past: the power to determine what you say is possible or not possible in the future.
This is accomplished by a series of three specific declarations which bring into existence a unique realm of possibility – a new master paradigm designed for making the impossible happen, the Re-Invention Paradigm. This is the new paradigm from which to express your leadership.
The first two declarations create the new Re-Invention paradigm. The first creates a new future for you as a leader. The second provides a new source of power in the face of present circumstances. The third declaration is the context for the new paradigm. It frees you from the constraints of the past.
The first declaration: “I declare the possibility that ‘what is possible’ is ‘what I say is possible.” With this declaration you reclaim for yourself the power (to determine what’s possible in the future) that you had formerly granted to the past.
Before operating from this declaration, you automatically related to the future according to the guidance of the Universal Human Paradigm. Which means:
Events take place
You interpret those events
Those interpretations determine what you are willing to declare possible, which in turn shapes the limits within which actions can occur.
These limits, in turn, affect the scope of the results that can be produced.
Once you are operating from this declaration, the future is invented. What you say is possible determines what is possible. Your actions and the results they produce are a reflection of the possibility you declared.
The second declaration: “I declare this possibility: ‘Who I am’ is the stand I take.” With this second declaration, you create the possibility of a new way of being for yourself as a leader. The phrase ‘who I am’ refers to the way you are being. This declaration makes room for a new way of being that is a function of the commitment that you are willing to make.
Power in the Re-Invention Paradigm is generated from a commitment to an “impossible future”. Once you declare a specific impossible future, your way of being now operates in relationship to that declaration. Your Winning Strategy no longer dictates your action.
After this stand is taken, and the commitment is made, then all the deterrents of the past – interpretation, historical analysis, and fear – are no longer deterrents. They are now something that exists, about which you are informed, while you take actions to move the possibility into a reality.
The third declaration: “I take this stand: ‘there is no such thing as right or wrong and no fixed way things should or shouldn’t be.’” This declaration is the context for the Re-Invention Paradigm. It displaces the Universal Human Paradigm context (“There is a way things should be, and when they are not, there’s something wrong with me, them or it”).
You are declaring the possibility that henceforth you are relating to everything that happens primarily as something that happened – without any meaning added. You are declaring the possibility that henceforth you do not relate to an event as whatever interpretation or explanation or conclusion you drew, based on the past. You do not relate to it as “the event happened the way it should” or “the event happened the way it shouldn’t.” You relate to it as “the event happened.”
Power is determined by the speed with which you can declare something possible and move that possibility to reality.
Taking a Stand
Taking a stand is a declaration of possibility that allows something to move forward from “existing as a possibility only because you said so” to “existing as a reality where it is so in the world.”
Taking a stand involves five essential elements:
1. The stand generates a unique kind of certainty. You are certain of your persistence and continued capability in the face of risks and quandaries. You base your certainty on the willingness to “live in a question,” rather than needing to know all the answers. When you have taken a stand, you do not need to know in advance how you will accomplish this possibility. You trust that you will be open enough, questioning enough, and capable enough to handle whatever needs come along during the course of your commitment.
2. There are no explanations, evidence, or proof in this arena. You can’t explain or justify a stand. You take your stand because this is the stand you take.
3. There are no justifications. You do not need to justify your purpose: You do not take a stand because it’s the right thing to do, or because it must be done, or because the world will be a better place.
4. There are no prescriptions. There are no rules of behavior, textbook solutions, or formulas for what to do or how to do it. Each person who makes a declaration must find his or her unique way of acting toward the commitment and filling in the missing pieces.
5. There is a commitment to take action. You make a commitment to move the declared possibility to a reality, regardless of the circumstances. This requires making a series of bold promises and fulfilling them. Without this commitment to act, the possibility you declared will never be transformed from a possibility to a reality, and it will go out of existence over time. Declarations are deliberately purposeful. They are always made in relation to your commitment to provide what is missing for the declaration to become real. That is what gives them credibility.
All five of these declarations require courage – a kind of existential courage where you must stand on your own, bringing forth yourself and the future from nothing. Taking a stand doesn’t necessarily mean standing alone or without support. Taking a stand determines who you are being and what you are committing yourself to, while life happens the way it does.
From Declaration to Design
The author closes this chapter with an invitation. She invites us to make a bold declaration of possibility regarding yourself as a leader.
History changes through declarations. Only through your declarations can you begin to alter the context in which you live. Only declarations will allow cultures to give birth to a new way of being. Only declarations allow you to transform the world.
Chapter Six: Inventing an Impossible Future.
Creating a new Game that redesigns you as a Leader
This transformation leads you to design a new “game” for your life – an invented future, constructed with rules, principles, and a designed scoring system, in which the stated purpose is to reach your “designated (im) possibility.” Based upon your design, this game will shape your choices and actions, while life “is turning out the way it does.” The game will redesign you as a leader.
The next step is to create a specific stand – a stand that is large enough in scope to replay the game of “surviving” that you have played in the past, through your Winning Strategy. It will be interesting enough to devote your life to fulfilling.
This stand becomes your impossible game in life. What’s the relationship between the stand and the game? Once you take this stand, you will have embarked on the game; indeed, designing the stand you take is a key part of designing the game.
As you play the game, it will alter your identity. To make the impossible happen, you give up the old identity that was built on your Winning Strategy. You begin to relate to yourself as “Who I am is the future of my enterprise.” You are being a “clearing” in the world; an opening in which an invented future can crystallize. Over time, others will quite naturally relate to you as this invented future, rather than as a personality.
Leaders are the “Clearing” in which the Future Happens
A clearing is an opening in the world of dense, conflicting interpretations – a place of light and simplicity.
The clearing is created by your listening. You are always “listening from” the stand you have taken to be the future of your organization, the country, education, government, or your industry. This listening functions as a kind of gravitational pull. When you are a clearing for a particular future, you will find that everyone around you shows up as related to some concern or commitment associated with that future.
You will know that you have become a clearing when the kinds of problems you have to deal with, and the kinds of conversations you have, have altered. They will no longer have to do with your Winning Strategy but with the stand you have taken.
The kinds of requests that people make of you, the kinds of promises that you make, the reasons people come to you, the invitations you receive, and the areas you spend your time with will all be different when they are shaped by your invented future.
As a leader operating in the mode of transformation, the fundamental question is: “What kind of clearing are you being?” Your actions, and the actions of those you lead, will be correlates of that clearing.
Generating a Clearing for Yourself as a Leader
To generate a clearing, you speak “yourself.” This is a very different act than speaking about yourself. It’s made with a kind of speech act called an “expressive” – a form of declaration that lets others know who you are in regard to a specific issue or relationship.
This game calls for being very explicit. This can be accomplished by using the expressive that begins, “Who I am…” You always create a clearing with an expressive that brings forth the arena from which you will generate the stand you take. The expressive might take the form “Who I am is the future of …”
Creating an Invented Future
A goal is a place to get to from where you are.
Unlike a goal, a realm of possibility is not a place to “get to” from the present. It’s an invented future to “come from” into the present. An invented future is unrelated to the past. It has no “in order to” component. In fact if you fail, it doesn’t matter. It’s irrelevant. It still moves the possibility forward.
You engage in the possibility for its own sake, simply because you said you would. You declare it a game worth playing, regardless of whether you succeed or fail. Indeed, it is unlikely that you will succeed, since the scope of your game is intentionally designed to probably be very large.
Even if you succeed in fulfilling the realm of your impossible future, life will still turn out the way it does. The game will not get you the “ninth dot.”
Play the game, and you will be free to live and work in an environment of unlimited possibility, rather than in an environment of inherited options. You will have the capacity to use your professional life as a leader who makes the impossible happen by engaging in actions of the highest risk. Reinventing yourself into an impossible future doesn’t alter how life turns out. It alters who you are being and what is available, while life turns out the way it does.
The Design of Your Game
You invent an “impossible future” by creating a specific realm of possibility and declaring that fulfilling this specific realm of possibility is the game that you are now playing in life. You further declare that you are no longer playing “life” for survival, but for making the impossible happen.
Everything, from here on in, depends on what you are committed to creating.
The game you invent out of the transformation in this chapter is the vehicle from which you will develop the mastery you need as a leader who makes the impossible happen.
First, make sure you are standing the presence of the three declarations described in Chapter 5, the declarations that together free you from the Universal Human Paradigm:
o “I declare the possibility that what is possible is what I say is possible.’
o “I declare the possibility that who I am is the stand I take.”
o “The stand I take is: ‘There is no such thing as right or wrong, and no fixed way that things should or shouldn’t be.”
Now move to your specific stand and put the game I motion.
o “Who I am is the future of…” (Your expressive)
o “I declare the possibility that…”
You will return to these speech acts when necessary, during the course of your game. This is because you must create the Re-Invention Paradigm anew each time you operate from it. It must be continuously brought into existence.
It may be appropriate to reiterate your expressive and declaration, almost as a ritual to bring yourself back into the transformational mode, from which you are playing the game.
Finally, make the game real by making an initial bold promise – a promise that stretches you beyond the limits of your present reality. The bold promise is the answer to the question what is the focus of your attention in the game you are playing?
During this game you will always be in action. You won’t take action on fulfilling the declaration of possibility itself. It is handled by making a series of bold promises, and taking action again and again, to fulfill them and make new promises, standing in the future that you have declared.
Throughout all of these stages of designing the game, bear in mind, five key design principles:
1. Principle #1: Assume you will fail in this game. You will wholeheartedly play to win. The only way you can play any game authentically is to play it to win. But you know in advance, that it will turn out the way it does. What’s important, because you said so, is that you move the possibility forward. Regardless of the impediments you encounter or the circumstances that you must include, they are all opportunities for building the muscles of making the impossible happen.
2. Principle #2; something within the game has to be more important than something else. As you create guidelines and measures, keep checking on whether this is a truly bold promise.
3. Principle #3: the game you design must be currently impossible, and you must be passionate about engaging in it.
4. Principle #4: the bold promises you make should have challenging time frames.
5. Principle #5: the game must be large enough in scope to hold all of your other accountabilities inside it.
Chapter Seven: Building the Bridge between “Possibility” and “Reality”.
Implementing Your Impossible Future.
The Addictive Cycle of Interpretation
Before you can proceed further, you must break an addiction. All human beings have this addiction; it is a component of the Universal Human Paradigm. It is the addiction to interpretation.
Transformation always begins by breaking the addictive cycle of interpretation and distinguishing what happened, from your interpretations about what happened.
In the Re-Invention paradigm, what happens – whether generated by you or someone else- is always and only a conversation: always and only a request or a promise.
The Bridge from Possibility to reality is a Conversation for Action
The next two transformations of Executive Re-Invention are designed to break the addictive cycle by transforming the way that “action” occurs to you.
Your vehicle, once again, is conversation. You moved an “impossibility” to a “possibility” with the speech act of “declaration,” now you move a “possibility” to a “reality” with two new speech acts: requests and promises. Together, they constitute the elements of a conversation for action.
Action will now mean a series of committed requests and promises.
Requests That Generate Commitment
Both requests and promises bring forth the future as a commitment. When you make a request, you generate something in the future as a possible commitment. And you seek a committed response from a person who has the authority to deliver on that commitment.
Your purpose in making a request is to move a specific possibility forward to a reality. You give a name to that possibility and invite one or more people to commit themselves to it, in some form.
The power of a request stems in large part from the fact that a request isn’t a representation of an action but is, in fact, an action in itself. At the moment a request is made, it brings forth the possibility of an action in the future. You are taking an action to move a declared possibility to a reality.
What allows people to authentically accept a request is the assurance that they have the authentic opportunity to decline. With the freedom to decline a request, both people are empowered.
Once you integrate into your way of being the knowledge that anyone can say no, it will begin to change you. You will begin to ask for more, which can be a huge departure from your previous way of operating.
If you don’t think you need to make requests, if you don’t think you need to ask anybody for anything, you are playing a very small game. You are also playing a small game if you only make requests you think will be accepted.
A request always involves four elements:
1. A committed speaker. If you are making a request, it must come from a committed stand. You must be extremely clear about the commitment. Because it shapes the way the request is worded, which in turn affects the ability of the listener to respond effectively. You shortchange your own power if your request doesn’t match your own commitment.
2. A committed listener. The listener must be someone who can do something about the request. If the person you are speaking to does not have the authority to grant your request, then you are not operating from a place that will move you to the future.
3. A specific set of conditions. If they are imprecise or ambiguous then the request will be ineffective.
4. A deadline or time limit. The listener must know exactly how much time there is to fill the request, and the speaker must know the point in time at which he or she can clearly determine whether the request has been fulfilled.
If the requests do not contain all these requirements, they do not bring forth a committed response, and the action does not move forward.
Requests with clearly worded, specific conditions ensure that the listener is, in fact, responding to the same request that the speaker intends to make.
“What Are You Asking For?”
In the Re-Invention Master Paradigm, you design your conversation to ensure that your requests will be heard. You can do this only when you realize that you have no control over the outcome. No matter how well you phrase your request, it may be denied. If it is denied, that will be a denial of your request. You will move from there to making another request. In fact, either way, you will move on from there to make more requests and promises.
Timing is vital to making a request, if you move into action too soon, there will not be enough support for possibility because the speaker and the listener will not be connected to the same commitment. There must be enough background conversation to ensure that both parties are willing to play in the same game.
Before making a request, you must create a background of relatedness that supports the possibility. A background of relatedness is rooted in the shared commitment that all the principle players have for the work you conduct together.
To create a background of relatedness, you begin by “listening for” that mutual commitment. You listen for the statements in the actions of the other person, find the aspects that resonate in your own commitment, and then build those into your request.
Creating a background of relatedness is one example of how each conversation in the Re-Invention Paradigm is an act of creation, with both players starting at zero. The two players can only create a new context by articulating it freshly – being specific about the language they use and making sure that important features of that background are spelled out.
If your request is accepted, move the action forward with more requests and promises, as they seem to be called for.
When They Say No
It doesn’t matter whether requests are accepted or declined. It doesn’t matter if they are declined with vehemence. A clearly worded request always moves things forward, even when it is declined. Simply by making the request, particularly if it is a well-thought-out request, you have to put yourself in a better context from which to raise other requests, or make their promises, related to your “designated possibility”.
The decline of a request is, in fact, a committed action. Declines move action forward as powerfully as acceptances if they do not become embroiled in interpretations. Declines bring hidden issues to the surface.
It’s important to remember that you have made a commitment to fulfill the possibility, not to fulfill the possibility “in a certain way” or “the way you want to.”
Promises, Bold Promises
A promise is the second speech act in a conversation for action. Like a request, a promise is an action that brings forth a future as a commitment and moves the possibility forward to a reality. It’s important to remember that only requests and promises move possibilities to a reality.
When you make a promise, you bring forth a particular future, as a commitment. You always make a promise to a committed listener, even if that committed listener is only yourself.
A threat is also a form of a promise.
In making the impossible happen, action is always and only a speech act. And always and only a request or a promise. In moving a possibility to a reality, there is no set order to which comes first – a promise or a request. However, the author recommends beginning with a bold promise, because it creates urgency and makes fulfilling the possibility an immediate priority.
The boldness of the promise is important. A bold promise is a promise that you don’t know how to fulfill and that, predictably, you could not fulfill within the specified time frame. Bold promises dramatically shorten the time it takes for a possibility to become a reality. If you are keeping all your promises, then your promises aren’t big enough. When you make a bold promise, you are also agreeing to stay in communication about your progress. You have made yourself accountable to the person who is receiving your promise.
Include as many supports as you can think of when you are designing the conversation in which you can make your promise.
The promise is the tool you use to put your words in action. If you promise something, you are saying that you will do everything you need to do to live into your promise. All that counts is your word.
As with requests, the way you phrase a promise is critical. Different forms of phrasing a promise convey different nuances. Each form has its own flavor and ramifications. Consider these: I accept, I pledge, I vow, I contract, or I agree. I guarantee, or I swear. I authorize.
After a Promise is Made
There are three possibilities:
o You can keep it – that is, you can fulfill the conditions of the promise on time.
o You cannot keep it. When the due date for the promise is past, the promise has not been fulfilled.
o You can revoke it. Revoking a promise is taking an action at the moment you recognize that the promise will not be fulfilled by the specified date. You declare that your original promise will not be fulfilled, giving the person you made the promise to as much notice as possible, so that person can deal with any consequences or inconvenience your revocation may have caused.
In all cases, as with accepting or declining a request, no meaning is added to keeping, not keeping, or revoking a promise. It’s just what happened. There may, however, be consequences to not keeping or to revoking your promise. You must take responsibility for those consequences. The recognition that you aren’t “good” or “bad” does not absolve you of the responsibility. In fact, the only reason to revoke a promise is that revocation is the responsible thing to do, and you fully accept the consequences.
There are actions to take after a promise is revoked or not fulfilled. These actions might include offering an apology for what the person must deal with; making either a new or different promise, to help ameliorate the results from not fulfilling the first; offering to fulfill any requests the other person might have that would reduce the inconvenience for them.
That last action, offering to fulfill the other person’s requests, creates an opening for that person to ask for something, so that you do not destroy the background of relatedness. In fact, your offer can create an opportunity to build an even stronger background of relatedness.
Three Questions After Something Happens
With your knowledge of requests and promises, you can now react differently to events that happen to you. Instead of occurring for you as the “causes” of “what’s right” or “what’s wrong” in your life, actions can now occur for you as “requests” and “promises” that come your way. This gives you a great deal more freedom in the way you respond to them.
The key is the speed with which you shift out of the Universal Human Paradigm. Can you move immediately to stop the inevitable interpretation from throwing you off balance?
o Questions #1: “What happened?” The answer is always “A conversation took place”. In other words, someone made a request or a promise. You merely note any interpretations, explanations, or conclusions that occur to you as something that “you have”.
You then ask the follow up question:
o Questions #2: “What’s missing?” ‘What does not exist that is essential for your ‘designated possibility’ to become a reality in the context of the game you are playing?”
Question #3: “What’s next?” The answer is always “take action from the future.” Make a request or a promise that moves your “designated possibility” (the game you created) forward into a conversation that is taking place in the request.
When that request or promise is accepted, declined, or countered, then make another. And another. And another. Until the invented future, the possibility that you are being, occurs in worlds as a reality, for you and for other people.
Action Under the Re-Invention Paradigm
You can “have” your interpretations, instead of acting from them as if they are the “truth” or an event that “really” happened.
“What happened,” on a moment-to moment, hour-to-hour, day-to-day basis, is irrelevant to the final outcome. “What happened” is just what happened.
Chapter Eight: What Athletes and performers know about being Extraordinary (That Executives Don’t)
Most people are not used to thinking seriously about transforming their action after reading a book. You already know that transforming your action as a result of a book is difficult – maybe even impossible.
The author then makes the following declaration and promise:
o “I declare the possibility: The transformations necessary for Executive Re-Invention can be produced by reading this book and using it as a coaching tool.
o I invite you to make the same declaration, and I promise that the transformation from this chapter will give you the wherewithal to fulfill it.”
Creating a Lifelong Practice
Everything starts with practice. The seventh transformation of Executive Re-Invention, and the focus of this chapter, involves your relationship with practice and with “being extraordinary.”
The transformations in this book reinforce each other to the extent that (no matter how valuable you may find them individually) the power they provide to make the impossible happen is only available when you incorporate all of the transformations as part of who you are being.
That includes this last transformation in the area of practice – to embrace practice as the pathway to attaining a level of competency at making the impossible happen, and to continue to refine it throughout a lifetime. In short, you develop a way of being the practices, not just doing them.
When you engage in this transformation, you shift your relationship with “being ordinary” from occurring as a function of natural talent, opportunity, and circumstances to “being extraordinary” occurring as a function of practice.
When this transformation is complete, practice will no longer occur to you as a means to an end. Practice will occur to you as the essence of beginning.
The key to extraordinary performance is the practice. Practice is the threshold of capacity.
The price for being extraordinary calls for a relationship with practice that is equivalent to the commitment that artists and athletes have to the practices of their professions.
The Whole is Greater Than the Sum of Its Parts
Inherent in each of the first six transformations that make up Executive Re-Invention is a specific form of practice. These practices are components of a single transformation in themselves. They cannot be begun, let alone mastered, until you have completed the other six transformations.
In working with these practices on a day-to-day basis, you will deepen each of the previous transformations individually, and you will provide yourself with the power of the entire Executive Re-Invention process- the power to make the impossible happen.
Each of the practices gives you access to a particular type of power, but only when they are put together do they add up to provide access to power to make the impossible happen.
To transform something is to alter how it occurs (how it exists, and how you are being in relation to it): from occurring in a way that constrains or limits you to occurring in a way that frees your actions. In each of the seven transformations, you are creating a new “clearing,” in which the key elements of leadership (winning and succeeding, the past, taking risks, what’s possible and not possible, the future, action, and being extraordinary) can exist as a component of your power to make the impossible happen.
Practice #1 Six impossible declarations before breakfast.
The transformation “Uncovering Your Winning Strategy” involves your relationship with success and winning.
You are shifting from…
… success and winning occurring as the desired outcome..
…success (in the form of your winning strategy) occurring as a compensation for what’s not possible.
Recognize your winning strategy in action, moment by moment, and – instead of acting or giving in to that strategy – stop to ask, “What ‘possibility’ am I compensating for here?” To implement this practice, you must stop and catch yourself. It is best managed on a day-to-day basis. In this practice you don’t just “believe” impossible things; you declare them, incessantly and enthusiastically.
Practice #2: Tuning into the world of interpretations.
The transformation “The Universal Human Paradigm” involves your relationship with the past.
You are shifting from….
…the past occurring as a series of events that “really happened” and are “the” truth….
…the past occurring as a series of interpretations you’ve made about events that happened, all of which are valid and none of which represent “the” truth.
To deepen this transformation, you develop this practice; become aware, day by day, of the extent to which you (and other people) automatically and immediately interpret everything that happens. Be able to hear that nearly every conversation is a reflection of the universal interpretation: “There is a way that things should be and there’s something wrong with “me, them, or it” when they are not that way.”
Practice #3: Giving up the meaningfulness of your past
The transformation “’Dying’ before Going into Battle,” involves your relationship with taking risks.
You are shifting from…
…”taking risks” occurring as a serious threat, where the consequences might result in losing everything (if things don’t turn out the way they “should”)…
…”taking risks” occurring as “moving the action forward,” with nothing to lose (since life does not turn out the way it “should”; it turns out the way it does).
To deepen the transformation you develop this practice: taking the stand: the stories you tell about what happened in your life, your career, and your organization are not “true” – the events as you interpreted them never happened. Indeed, life itself is meaningless, and is all an interpretation that you made up. Finally, it doesn’t mean anything that life is meaningless.
You can put all of your life at stake, in the service of whatever “designated impossibility” is important to you, because you know all of your life, to date, is meaningless. When you can do that, then you have met the challenge of this practice and completed the transformation of learning to “die before going into battle.”
Practice #4: having the “world” for your “word”
The transformation “Creating the Re-Invention Paradigm,” involves your relationship with “what’s possible” and “what’s not possible”
You are shifting from…
…”what’s possible occurring as “what’s predictable,” bound by the limits of past experience…
…”what’s possible” occurring as what you say is possible and what you commit to make happen, based on nothing.
To deepen this transformation, you develop the practice: Replace “predicting the future”(by analyzing what’s possible, benchmarking, setting objectives or goals, or making feasible promises) with “declaring the future” and making bold promises to fulfill it.
Keep up this kind of practice, making and following up declarations of “impossible” possibility. And at some point you will hit a threshold where a significant enough part of the world will concur that “when you declare that something is possible, it happens.” Making the impossible happen will no longer be a possibility you invented, it will be an expertise you have, as a function of who you are being.
Practice #5: Recognizing the cost of the tantrums you throw
The transformation “Inventing an Impossible Future,” involves your relationship with the future.
You are shifting from…
…the future occurring as “someplace to get to” (from the present), where “what’s wrong with you, them, or it” will be fixed or improved, and things will be the way they should”…
…the future occurring as an invented “impossible” game, where there’s no such thing as “should” or “shouldn’t.” as ‘right” or “wrong.”
To deepen this transformation, you develop this practice: Shift your focus of attention from what you are doing to the way you are being. Specifically: Are you being the “invented future and context” that you created, or are you being “right,” dominating and avoiding domination, and justifying the way you are?
The payoffs for maintaining your unwanted condition can be put onto three categories. While all three apply, one of them will be the senior payoff – the most influential – for the particular unwanted condition that is persisting.
1. You get to be right. You also get to make somebody else wrong.
2. You get to dominate or avoid being dominated
3. You get to explain the way you are and justify staying that way. This payoff, the strongest of the three, is directly connected with the “in order to” column of your Winning Strategy.
In this realm of practice, you bring yourself in touch with the enormous cost of your racket. You probably already know what your persistent, unwanted conditions are. (A clue is: They are things that you complain about most). You need to allow yourself to experience that the cost is greater than the payoff. Only then will you stop conning yourself and running a racket.
The practice of viewing those unwanted conditions as a racket will allow you to recognize them for what they are. In recognizing them you no longer have to act them out.
Death is not the most profound loss or tragedy in life. That which dies inside of us as we live is a far greater loss. The loss of possibility, a loss that comes from running our personal rackets, has ravaged the lives of too many individuals who could have otherwise transformed the world.
Practice #6: Learning to see the “hook” coming before you swallow the “bait”
The transformation “Building the Bridge between ‘Possibility’ and ‘Reality,’” involves your relationship with action.
You are shifting from…
…action occurring as “a series of activities”…
…action occurring as a series of conversations.
Now to deepen this transformation, you develop this practice: Replace reacting from the past with acting from the future.
This practice involves learning to listen to actions as elements of conversation: speech acts such as requests and promises. Even when you recognize events as requests and promises, it is still easy to be swept away by your interpretations of what these events “mean.” You become hooked by those interpretations.
One way to recognize a hook is to examine yourself regularly. To try to anticipate moments when you are getting worn out, upset, annoyed, or frustrated. When you do experience those feelings, they are probably not a direct result of the event that actually happened – the request or promise that was actually made. Chances are, your strong feeling stems directly from an interpretation or conclusion you’ve assigned or drawn.
As you develop your expertise through this practice, you learn to avoid being hooked. Even in the heat of the moment, you learn to distinguish your reaction from the interpretation, and distinguish your interpretation from the event itself.
Timing is everything. You have to see your interpretations arising, without being swept away into actions based on those interpretations.
A key ingredient in transforming your relationship with action, and in mastering this practice, is your ability to transform what you “listen for.” Train yourself to “listen for “requests and promises, rather than for assessments and assertions. “Listen for” requests and promises, not for your Winning Strategy’s version (or someone else’s version) of what “should” or “shouldn’t” be, what’s “wrong” or what could go “wrong.”
When you learn to listen well, you will be able to pick out the opinions from the requests. As you learn to listen, you will discover what people are committed to and you will begin to relate to them from their place of commitment.
The Last Word on Power from the Author
I declare this possibility: the time for a revolution in leadership has come. It is time to live in a world where a vast number of people are actively engaged in making the impossible happen.
I assert that nothing less than a revolution in leadership will allow the successful re-invention of our organizations, industries, and countries worldwide.
I thank you for the opportunity to share this conversation.
I take the stand that anyone who has read this book has the opportunity to re-invent himself or herself into an extraordinary leader, who makes the impossible happen.
I invite you to join me in taking the stand that you, personally, are such a leader.
I urge you to commit yourself and your organization’s leaders to take on Executive Re-Invention.
I strongly recommend that you declare (for yourself) who you are as a leader, before you close this book.
I assure you that if you seriously engage in the practices of Executive Re-Invention, you will realize each of the transformations.
I promise that when you accomplish all seven of the transformations, you will give yourself the gift of ultimate power- the power to get the world to match your words – the power to dance with the past, the present, and the future with complete and total freedom!