Nice one, Tim. Definitely love the holding dynamic tension between being fearlessly visionary and relentlessly practical. One of the things I'm struggling with right now in my work is that organizations have just created too much f'ing work for themselves which makes being either of those things a challenge. I really feel inclined to tell folks to try to slow down, do less which will create more time for vision and space in terms of priortizing and understanding the connections between the different practical matters that have to get done. Yet it is a challenge in a culture (modern/Western) addicted to growth and the idea that more is better. How can we encourage clients to slow down ('specially when we aren't that great at it ourselves)? Thanks again!
Yes! I just had an experience of this yesterday with a client and it turned out the overwhelm and too much to do was coming out of a lack a clarity on purpose. Dealing with all the urgent and immediate concerns had ended up with folks losing sight of why they were doing it in the first place. Now they are into a process of getting that clear with 350 staff so they can begin to prioritize and focus their resources … the speed all too often means we don't have deal with the challenges but when we ;eave them to long they bring our organisations down. Great to hear you Aerin :-) .
Hmmm...not sure about surrender the things that we practicing deepest. I agree that language and nuance needs to change to suit context, but maybe my question is what are you actually unwilling to surrender in your work?
Nice! Yes. That has been on my list of blog posts for a while - what are the givens or non negotiables in my work? Thanks Chris … and … I think that our practices shift according to context too. Circle in community and circle in senior leaders boardroom look very different, yet there is a uncompromisable DNA that connected them. Maybe we should do concurrent blog posts on our non-negotiables and share? :-)
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