Feedback Tutorial in Four Points

  1. Micro-yes: Start with a point of agreement.
  2. Data point: highlight the specific and avoid blur words that may be misinterpreted.  Be specific about what actions we want to see increased or diminished.
  3. Impact statement: what is the purpose connecting the data points?
  4. Question: what is the essential question to create commitment instead of a monologue?
  5.  (Bonus) Ask for feedback regularly: “pulling feedback” allows for continuous learning.

Blue Marble Strategic Planning

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We can fly from New York to Boston on the hour via commuter flights that barely reach a low cruise altitude before descending to the airport.  The choice of air travel for this route is usually one of preference and price.  The bus, train, on-demand car service, or personal automobile are all viable.  A journey that connects significant metropolitan areas is not that remarkable but necessary.

Far more ambitious is a journey into space.  We cannot readily hop aboard the next shuttle or rocket and find ourselves unshackled from Earth’s atmosphere.  The opportunity to look back upon our planet from the vantage point of the Moon or orbiting space station allows for different thinking.  We access a perspective only available to our human nature when we stand separated from that which usually conceals us.  This is why mountain peaks, observation decks on skyscrapers, and canyon overlooks continue to fascinate us.  We find ourselves suspended in places where we cannot remain.

The challenge to our enterprise is what journey will transform our way of thinking?  The shuttle approach works.  It is quick, predictable, and alternate forms can be substituted if our preferred method of travel encounters a delay.  The journey to space requires the commitment of a team and numerous resources.  When successful it tends to inform our decision-making for a generation.  The question is, which landscape do you need to see when you are thinking strategically?  Does an elevated view of I-95 suffice or does a little blue marble sitting above the horizon of a lunar landscape reorder our ways of thinking?  Both journeys are viable, the results are poles apart.




Johnny Carson’s gift to guests on The Tonight Show was his ability to be generous with his questions.  He rarely told a cheap joke at the guest’s expense or attempted to tell a better story.  His questions were strategically curious, drawing out the best from the person sitting in the chair next to him.  Jonny was willing to ask for more.  He calculated that his guest’s success would benefit the show for the years to follow.

How can we emulate Johnny and be less insistent about inserting our stories into a conversation?   Ever stand next to a stranger at a party and have a remarkable interaction, later to realize that they asked insightful questions such that you spent the majority of the time talking about what makes you unique.  Set people up for success and both of you will be rewarded.

Boundary Line

IMG_9762Where do we encounter boundaries?  Some are visible and others require prior knowledge to know where they exist.  Organization’s have boundaries.  We discover them when we attempt new ideas that will move the enterprise closer to the edge.  No matter how much fuel and momentum we have for the journey inevitably a counter movement will try to stop the advance.  Mapping boundaries is unpredictable an imprecise.  One way to make them visible is to launch an initiative and see who and what joins the effort and where the forces that are running against you appear.

A few questions to consider:  What wouldn’t we do as an organization?  Why?  What would the board that follows think about our current deliberations?  If failure is a distinct possibility what is worth attempting anyway?  Is this boundary sacred or intentional and when do we last discuss its merits?  What if another enterprise makes remarkable progress on the frontier we are unwilling to enter?  Would we reconsider if someone else goes first?  Are we trying to be safer or better?

Do You Need a New Question?

IMG_6444Do you need a path to follow in order to have maximum impact?  Are you trying to obtain top speed and the highest level of efficiency regardless of the direction?  What are you uniquely positioned to offer your community?  If you retraced your steps, would it add value or do you require a new route every time out?  What opportunity if it appeared would make you change course?  What assumption is holding you back?  How do you know?  If you could move the frame what part of your world would you place in the center?  What would you leave out?

We ask generative questions constantly but do we give ourselves permission to explore the answers?  To wrestle with the abstract?  Seth Godin encourages us to pick ourselves.  Chris Brogan reminds us that nobody is going to give us permission, permission was granted long ago for each of us.

What is the most important question you need to ask?