SILOS - A STRUCTURAL ISSUE?

In my experience the way managers respond to silos is to look for structural solutions. The response is: "These people are in towers. They won't talk to each other. Lets reorganise". In my experience, structure is hardly ever the most important problem nor the place to start.

Silos are usually not structural issues they are usually mental issues. Silos exist because managers have the wrong mental models. They have mental models of:

*Competition rather than cooperation
*Separation rather than connection
*Scarcity rather than abundance
*Short-term rather than long-term
*Ego and power-over rather than teamwork and power-to
*Functions rather than processes 
*Authority rather than responsibility 
*Procedures rather than results.

Most employees have a genuine interest in working well across divisions; because, they feel the daily pain of departmental politics as they are left to fight bloody, unwinnable battles with their colleagues. However; where managers have these mental models, silos will exist no matter how the organisation is structured.

SPEED IS CURSED BY SILOS

There is no doubt that markets are speeding up. Those organisations that learn how to manage time will do better. The mass market is disappearing, and managers who choose to ignore the implications of a faster market are increasingly being reduced to commodity-like competition.

According to Alvin Toffler, writing in Power Shift: since the end of World War 2 the world has been split into Capitalist and Communist, North and South, however today these old divisions no longer matter nearly as much as a new division: Fast and Slow. He says that historically power has always moved from the slow to the fast whether it was in species, nations or organisations.

Speed in organisations is determined by:
*The speed of transactions
*The speed of decision making
*The speed with which new ideas are created
*How fast ideas are bought to market
*The velocity of capital flows
*The speed which information and knowledge flows through the economic system.
All of these are cursed in an organisation suffering from silos.

They are cursed because people who should be sharing information and helping each other help the customer are fighting each other for influence, power and glory.

Don't let the power of your organisation move to another organisation that has learned the secrets of collaboration, connectedness and cooperation.

HOW SILOS KILL STRATEGY

Organisations may have a first rate strategy; they may even have the skills to execute and yet still fail if the strategy is torpedoed because of silos and lack of trust.

Today the costs of silos are even more costly because the world has entered a global knowledge worker economy that evolves around partnerships and relationships. This includes the ability to establish, grow, extend and repair interpersonal relationships at all levels of the organisation.

Where silos are strong I find infighting occurs to a high level and attention shifts drastically inward, away from issues such as customers and outcomes, toward battles over budgets, titles and responsibility for mistakes.

At the organisational level they separate work teams, departments and divisions. Silos make managers eager to defend their power, hoard capital and talent even when those resources could be better used elsewhere.

They cause people who are supposed to be on the same team to work against each other, paralysing performance. These factions breed office politics and infighting that cause stress and exasperation that ultimately kills productivity and pushes the best people towards the door.

Battles occur between the headquarters and the field office. And between marketing and engineering. And even within engineering, researchers and developers can be at war over who warrants more head count, budget dollars, and recognition for the success of products.

Instead of focussing on the results of the organisation, managers focus on:
1. Their own ego
2. Their status
3. Their teams
4. Their own departments.

As a result all work becomes piecemeal, diffused and unfocussed; in other words the exact opposite of "strategic".

NEW ZEALAND AT THE TOP

Did you know New Zealand is the best country measured by the Social Progress Index? See: http://www.ted.com/talks/michael_green_what_the_social_progress_index_can_reveal_about_your_country#t-452057

HUMANITY’S LEGACY

I read somewhere that if humanity was to die out tomorrow the only things that would miss us would be lap-dogs and budgies.

What a sad legacy to the world!! 

It maybe a bit harsh but it’s probably not far from the truth.

With all our intelligence, resources and technology, surely we can do better than this.

What would you like humanity’s legacy to be?

SOME COMPANIES ARE RUN LIKE STALIN RAN THE USSR

Some companies are run like Stalin ran the USSR. They are command structures, highly centralised, rigid and tall. They are made up of equally rigid and tall silos called Divisions (how I hate that word - why don't we call them Integrations?). When the environment changes rigid, tall structures are fundamentally unstable... apt to fall over. And, like Russia, when it happens they fall fast.
Other companies are set up like Jefferson set up the USA. The image is completely different from a tower, it is more like a bean bag. It fits itself exactly to the shape of the environment no matter how much it changes. The bits inside are free to move wherever they want and as a result the structure as a whole becomes far more stable and fits minutely into its environment.
HELP. I use the word "Beanbag" to describe the alternative to a tower; do you have a better analogy or description to get this idea across?

IMAGINE A DIFFERENT WORLD.

Imagine if business created stuff that makes us happy rather than stuff that makes us miserable. I have in mind things like health, relationships,understanding, trust, and communication; rather than things that kill us (weapons, sugar, fat) and distract us from what is important (materialism, mindless entertainment). What would such a world be like?

DOES YOUR ORGANISATION USE ALL YOUR POWER?

Most organisations are pushing people into boxes (jobs) that have little or no relationship to the inherent talents of the person. In my consulting work I teach managers that every person has a unique talent and if the organisation is to become great then they must find that talent and put it to work. I use Herrmann's Thinking Preferences to help managers identify and measure these talents.
https://www.youtube.com/watch?v=XOBMrEpJtuc

BUSINESSES USE ONLY PART OF OUR BRAIN

When I say that we use only part of our brain, I am referring to the way society favours left brain thinking and in the process devalues about 50% of human potential. We need to learn how to look for alternatives and both/and solutions but we are taught only analysis and either/or thinking. In a recent study of American 18 year old students it was found that on average they had completed over 2000 examinations requiring a right or wrong answer. Creativity is a great untapped potential for organisations.
http://www.virtual.co.nz/index.php?n=Products.BetterProductDevelopmentAndIncreasingInnovation

Why Are Silos So Dangerous?

Self-sustaining systems are more resilient and stable than centrally controlled systems. Just think of the USSR. They are more stable because they are constantly learning, flexible, flat, fast and highly collaborative. They are open, adaptive networks responding actively and quickly to changes in their environment.

An organisation (Company, Council, or Ministry) is a system; and for it to work in a self-sustaining (emergent) way it needs to be a system. If it is split up into segments or reorganised into silos it can’t behave like a system because it’s no longer a system. The individual parts (Marketing, Production, Policy, Corporate Services) might in some ways work like a system; but, each will emerge towards behaviours that are favourable to itself rather than to the whole organisation, each going off in their own direction. This is the key reason why silos are so dangerous.

ARE ORGANISATIONS ORGANIC OR MECHANIC?

Many managers I know, fiddle with top-down control, just as they'd fiddle with their car. They fiddle at centralising (or decentralising), cutting back or reengineering. They downsize, control and impose as though it was a mechanical system (rather than a living system). This takes so much organisational energy, there's none left to satisfy customers, and staff are too battered to care. The sad thing is, science is now showing that most of this activity is counter productive and can only lead to failure. The paradox is that more control leads to less order and less control leads to more order.

TAKE THE ENERGY TEST ON YOUR ORGANISATION.

Some companies are like the Sun, with so much energy, it crackles out in flares around the edges; you can feel it the minute you enter; the buzz and excitement is palpable. Others are like wet blankets.

The difference comes when managers believe in their people, more than the people believe in themselves. When they value people above all else, even when the going gets tough. When they nourish people: body (more income), head (more learning), heart (more belonging) and soul (more meaning). When they discuss the meaning of the work and tie it to a higher purpose. Nearly everybody wants to be part of something that is bigger than themselves. They want to make the world a better place. They want to leave a legacy. Talk in these terms and the Sun starts to flare.

Here's my challenge. Take the energy test. As soon as you've finished reading this, give yourself 10 minutes to walk around the organisation and just be aware of the energy levels.

Networking Builds Value Exponentially

Building inter-connectivity pays enormous dividends because of Metcalfe’s Law of Networks which says that the costs of adding people to a network increase arithmetically while their value to the network increases exponentially.

Research shows that strong relationships are formed, not because people like each other or share the same values; strong relationships are formed when people come together regularly and do activities in common.

IN BUSINESS LESS IS MORE

Complex systems work best when processes are designed with fewer steps and fewer people. Small reductions in the number of variables and rules in a complex system can have a dramatic and non linear impact in reducing its complexity. Keep processes short and simple to reduce the chance for things to go wrong. Less degradation of information occurs, because there are fewer 'hand-offs' of information from one person to another. Fewer steps means less feedback loops need to be created in order to ensure that errors or faults in the process are detected and corrected. To reduce bureaucratic quagmire give people the power to break down walls and simplify processes.

http://www.virtual.co.nz/index.php?n=Sector.Silos

BUILDING RELATIONSHIPS IN A SYSTEM.

From a systems point of view one of the main things a manager can do is build relationships because this strengthens the connections in the system. Can people be real with one another? Do people acknowledge each other and the good work they do? Do people listen beyond the words? When I talk about the system I mean the wider system including PALs (partnerships, alliances and linkages).

ORGANIC or MECHANIC?

Your company isn’t a well oiled sowing machine or a mechanical watch. You can’t pull it apart and put it together again without destroying its very fabric. Yet this is the way managers talk: 'Reorganising', 'Departments', 'Pulling the lever', 'Hitting the breaks', Downsizing', 'Right sizing', 'Aligning functions', 'Oiling the wheels' etc.etc.

Organisations are living systems, more like the cells in your body, in a delicate equilibrium, constantly balancing between the changes within the organisation and outside the organisation.

THE RATCHET BUSINESS MODEL.

What ever you thought was fixed, is changing. Whatever you are currently offering your customers will continue to change and evolve. You have no products, just platforms for future products. It’s better to think in terms of clusters of competencies. There is no ‘right’ way, so don’t waste time trying to find it; there is only ways that work. Experiment, try things. Become like a ratchet, accept the things that work, quickly reject those that don’t work. If it works, it’s beautiful!

The role of Middles in the organisational structure

I love the work of Barry Oshry who  has shown Middles could be an essential part of organisational success and key to implementation in most large organisations. But the need to think differently about their role: They need to think before they pass on whatever Tops ask them to do; after all they are far closer to the issues and feelings of the Bottoms. They need to take initiative when things are not working as they should, rather than wait for directions from the Tops. They need to interpret and question what Tops say, rather than just pass the information on to the Bottoms.

HOW CAN WE GROW THE GRASSROOTS?

About nine-tenths of the talent in most organisations is ignored - the grassroots. 

I have found that pushing decisions down the organisation so they are closest to the customer creates the following competitive advantage: 1. better ideas, 2. easier recruiting, 3. lower turnover, 4. greater productivity, 5. a dynamic team oriented culture. 

Grassroots people are often so downtrodden they have to conquer the fear of freedom that comes when they are given the leeway to make important decisions; but in my experience, if they sense that management really values them, they jump in boots (quite literally) and all.  The biggest barrier comes from middle management who need real help to see their role in a completely different (and more important) way.

What advice do you have for string the grassroots free?

HOW CAN WE GET MANAGERS FOCUSED ON WHAT MATTERS?

The whole theory of strategy is about being strongest at the decisive point. In other words, knowing what really matters and then putting real horsepower behind these things. The analogy is of a sharp knife that cuts through easily or a magnifying glass that focuses the sun until fire occurs.

It’s about doing more of what matters and less of what does not matter. Doing less of what no longer matters is at least as important as doing more of what does.

Despite the logic of this, studies have shown that lack of management attention is one of the major reasons why strategy fails. In a recent distressing survey it was found that 85% of management teams spend less than one hour a month discussing their strategies. 

Success means focusing managers’ attention more often on achieving their strategies. How can we do this?

DOES IT MATTER WHAT YOU SAY?

According to Harry Mills 93% of communication is non verbal, therefore words are essentially unimportant. It’s not what you say, it’s how you say it. In other words, it’s what we do that’s important. So, allow mistakes, be accessible, listen attentively, invest time in conversations, place a high priority in creating opportunities for others, walk the talk, be friendly, help others, share information, do what you say, smile, follow up, constantly discuss the vision, put energy into the three big strategies which will get you to where you want to go. What else?

AN ALTERNATIVE ORGANISATION STRUCTURE.

AN ALTERNATIVE ORGANISATION STRUCTURE.
Did you realise that the membrane around every living cell is neither solid nor water? Rather it is a delicate balance between solid and water.  It’s just solid enough to hold some sort of form and liquid enough to allow movement in and out of the cell so the cell can interact with its environment. This is the image we need for business, just solid enough to give some sort of form/meaning and open enough to its environment to allow movement (of people, ideas and information) in and out.

MAKE ALL BOUNDARIES PERMEABLE.

All boundaries are a barrier to innovation and creative thinking; they are a relic of a line drawing, compartment obsessed industrial age and linear thinking. At all levels, make your boundaries permeable. Don’t just look within your department, your group or even your company, also look at your suppliers and their suppliers, look at your customers and their customers, look at your staff and their families.

TRUST IN SELF-ORGANISATION.

TRUST IN SELF-ORGANISATION.
Many people have great difficulty in understanding how complexity works because they are unfamiliar with self-oganising systems. Furthermore, group behaviour that emerges - as if by magic - from the collective interactions of individuals can be a frightening concept to those unaccustomed to it. However the theory and experience of complexity is now so well developed that there is no doubt that complex collective behaviour, will emerge if individuals follow simple rules. Virtual Group runs on four simple rules: Keep moving, Stay close, Don't bump, Leave a scent.

LIVE IN THE NOW.

The mind is a wonderful instrument. It’s what has been responsible for all of our progress: mathematics, space travel, literature, and art. However it’s also what will kill us if we are not careful. Today we seem to have more knowledge, but less judgment. We have more medicine, but less health. We have more food, but less nutrition. We have reached the moon, but won’t cross the street to meet our neighbour. We have conquered outer space, but not inner space.

CRACKING GREAT LEADERS WORK HARD ON THEIR THINKING.

Most of our thinking is negative and harmful. Thoughts ceaselessly punish us for things we did in the past (guilt) and things that might happen in the future (worry). We can’t stop thinking and yet the only thing that is ultimately real and the only thing we can change is the present moment, nothing truly creative or important can come into the world except through this gap. Companies which bring space, time, calmness and order to their employees will be big winners, yet most consultants completely ignore it.

LIBERATE HUMAN ENERGY

The leaders' role is to liberate human energy; this doesn’t mean changing people; it means identifying the greatness that everyone has and putting it to use where it will make the most difference. Think of body, head, heart and soul. As a leader, how can I add to the financial success and security of my people (body)? How can I add to the knowledge and wisdom of my people (head)? How can I add to the reputation, self worth and respect of my people (heart)? And how can I add to the meaning of life for my people and help them leave a legacy of greatness (soul)?

CRACKING GREAT LEADERS ENSURE THERE IS A VISION

The leader needs to make sure that the group has a vision of where it wants to go; this does not necessarily mean that it has to be the leader’s idea. Some of the best results I know about have come when leaders have asked grass roots people what they thought they could achieve in their wildest dreams.

THE CURRENT BUSINESS MODEL IS SLOWLY KILLING THE PLANET AND HUMANITY

The current business model is slowly killing the planet and humanity; but, it doesn’t have to be that way!]] - By looking back over about 30,000+ years of history, I’ve tried to explain in less than 10 minutes, why our current business model is so dangerous and what we can do about it!

https://www.youtube.com/watch?v=9uz5L2SyfL8

WE DON’T USE THE POWER OF JOINING MINDS TOGETHER

I am referring to the incredible power of whole-brained teams of people sharing ideas in a creative and trusting environment. The controversial biologist, Rupert Sheldrake says that brains are more like radios than computers, they have the ability to pick up thinking energy from other people and also to transmit it. Project teams are the new way of working, I predict that in 20 years time no one will work in a 'job' as we currently define them. They are simply too inefficient and wasteful of our most precious resource ... brainpower.

ORGANISATIONS USE ONLY PART OF EACH PERSON - AND IT’S THE LEAST VALUABLE BIT

When I say we use only part of each person I am thinking primarily about two things. 

First, organisations tend to think only about how they can maximise the use of physical work and thinking work; they hardly ever try to maximise the power of feeling/caring or the power of wanting to leave a legacy. And yet most of the power of humans is tied up in these two. In my consulting work I encourage managers to think about their people as body (physical work), head (thinking work), heart (caring) and soul (legacy). 

Second, we are pushing people into boxes (jobs) that have little or no relationship to the inherent talents of the person. In my consulting work I teach managers that every person has a unique talent and if the organisation is to become great then they must find that talent and put it to work. I use Herrmann's Thinking Preferences to help managers identify and measure these talents.

WE USE ONLY PART OF OUR BRAINPOWER

When I say that we use only part of our brain, I am referring to the way our society favours left brain thinking and in the process devalues about 50% of human potential. At school, by the time we are 6 years old most of the creativity has been trained out of us. We need to learn how to look for alternatives and both/and solutions but we are taught only analysis and either/or thinking. In a recent study of American 18 year old students it was found that on average they had completed over 2000 examinations requiring a right or wrong answer. Creativity is a great untapped potential for organisations. The brain has awesome power, unfortunately it doesn't come with an operating manual and most people don't know how to use it most effectively. Creativity will not just happen, it has to be managed and people have to be given the tools and shown how. When I started out consulting, creativity was the focus of my practice, today it is still one of the cornerstones of releasing brainpower.

THE PAINLESS WAY TO MAKE CHANGE

Organisations are held in place by stories and structures. Most attempts at change focus on changing constraining structures (technical structures, organisation structure, cultural structures etc). When we try to change the structures (restructuring, downsizing, reorganising) we nearly always run into resistance and destroy value. A far easier and more productive way to change an organisation is by changing its stories. When one has a new story in one’s head, it’s almost impossible to continue to do the things that seemed to make sense under the old story.

MOST MANAGERS BELIEVE IN ORGANISATIONAL TREES

When the story you tell is of managing an organisational tree, it makes sense to be on top, hierarchical and dominating. However when the story you tell is of networks you manage in a completely different way, based on network science and the laws of networks. You know your success will depend largely on how well you understand and manage networks and strategic partnerships both inside and outside the organisation.

http://www.virtual.co.nz/index.php?n=Products.Networks

WHY SILOS ARE DANGEROUS

WHY SILOS ARE DANGEROUS

The story most managers believe is that we are separate individuals. This is why we structure organisations into jobs and have individual objectives and performance reviews.

Imagine if our managers knew the story that physicists have known for 50 years. That physical materials like solids, liquids and gases are interesting but not nearly as useful as the study of how things are organised and relate to each other.

An organisation, whether a company, a Department, or a Ministry, is a system and for it to work in an emergent type way it needs to be a system. It can’t be split up into segments or reorganised into silos and still be expected to behave like the original system because it won’t; it’s no longer that system. The individual parts (Marketing, Production, Policy, Corporate Services) might in some ways work like a system, but they will tend to work towards emergent behaviour that is favourable to itself rather than to the whole organisation, each going off in their own direction. 

This is the key reason why silos are so dangerous. They don’t allow systems to be systems and because they’re not systems they can’t possibly emerge like systems.

Most managers are way behind physicists because they spend lots of time and money selecting good people into the organisation without thinking much about the system these people are going to work in. 

There is no doubt that people behave according to the system they are placed in; therefore, it would be more advantageous if the organisation spent more time and money designing the system into which the people are placed.

TAP THE INSPIRATION

Inspirational leaders have a deep appreciation for what makes people unique. They believe people are created equal and different and that each person has a special contribution to make.

They tap into the passion of others, talk to them about what they love to do. Identify their unique talents, and let them excel in that space.

HAS THE PUBLIC SECTOR TAKEN A WRONG TRACK?

I think the reforms of the 1980s fell short in two ways:
They reduced our ability to solve important (wicked) problems The efficiency improvements may not have been as high as claimed after hidden costs are taken into account.

Ironically we were closer to the right track before the reforms of the 1980s that attempted to make the public sector more efficient but reduced its capacity to solve ‘wicked problems’. Let me explain:

http://www.virtual.co.nz/index.php?n=StrategicSnippets.HasThePublicSectorTakenAWrongTrack

WHICH IS MORE SUCCESSFUL: COMPETITION OR COLLABORATION?

Imagine if our managers knew the story biologists know: human beings evolved as small weak animals. To overcome this weakness we had the choice of two evolutionary tracks: either to grow bigger, or to multiple our size by collaborating with others. We chose the second track. It’s no wonder we are born to collaborate, it’s built into our DNA!

At the organisational level, many large mature workplaces suffer from cutthroat competition from within their organisation; knives in the back; dogs eating dogs; but, new research is showing that stepping on people isn't the best way to get ahead.

Because of our competition story, today we seem to sublimate much of our human nature in the workplace. What I find is power, ego, separation and fear dominating over care, love and cooperation. We need to listen, love, care and support each other. Today’s problems both in organisations and in the world are seldom technical, they are nearly all based on poor human relationships. It’s caused because our story is of competition whereas it should be collaboration.

The best story for competition is told when you are trying to improve yourself, not beat others.

IS IT BETTER TO IMPROVE YOUR WEAKNESSES OR GROW YOUR STRENGTHS?

Of all the business stories I’ve tried to change over the years this is the one that’s probably received the most “ahas.” It usually comes up when I’m introducing clients to Herrmann’s Brain Dominance Index. Our current story is really pervasive and quite stupid as I hoped the following story will show.

Steve Williams is talking to Tiger Woods: “Tiger I’m really pleased with the progress you’re making in your golf but your tennis is fairly weak. I want you to give up practicing golf for six months and concentrate on your tennis!”

http://www.virtual.co.nz/index.php?n=Products.HerrmannsThinkingPreferences

ANOTHER VERY BAD IDEA THAT MOST MANAGERS BELIEVE: “We live in a world of scarcity.”

Actually, “The most important things are plentiful.” In today’s business world where knowledge, creativity, beauty and connections matter far more than the balance sheet. All of these are plentiful and become even more valuable as they are used. Unfortunately because they are “free” managers tend to devalue them. As a result we are all poorer.

A VERY BAD IDEA THAT MOST MANAGERS BELIEVE

The bad idea is: “We need to change the people.” A much better idea is: “We need to draw out the greatness in everyone”

As managers, the story we tell ourselves is that our people are frail, weak and imperfect. It follows that our job is to change them and improve them. This is a total waste because it can’t be done. This story is only partly true; a more useful story is that we all have a bit of god in us and a bit of the devil. Managers with this story spend their time looking for the “god,” reminding people of the best of who they are, drawing out the greatness that already exists inside and putting this to work within the organisation. I wrote a book on this, it's called "Buddha Hunters."

WHAT IS MORE IMPORTANT: THE PEOPLE YOU SELECT or HOW THEY WORK TOGETHER?

WHAT IS MORE IMPORTANT: THE PEOPLE YOU SELECT or HOW THEY WORK TOGETHER?

In my experience, no matter how good your selection processes are, or how talented your people are, you will not be successful unless they understand, value and trust each other.

Which do you think is more important? Why?

ARE WE INDIVIDUALS FIRST OR COMMUNITIES?

Margaret Thatcher famously said: "There is no such thing as society:
there are individual men and women,
and there are families."

I think the ancient Chinese poem attributed to the Sage Wu Wei Wu, is more correct: "Why are you so unhappy? 
Because ninety nine percent of what you think, 
And everything you do,
Is for yourself,
 And there isn't one.”

WHAT DO YOU THINK?

WHY DO SO MANY MANAGERS HATE THE STRATEGY PROCESS?

WHY DO SO MANY MANAGERS HATE THE STRATEGY PROCESS?

In my experience many line managers dread the annual strategic planning ritual. Too many processes are driven by numbers and analysis in large spreadsheets. It has little impact on organisation’s actions. It does not produce novel strategies. Instead, it perpetuates the status quo.

In a predictable market where there are few changes required in either technology or people, a weighting towards logic may be appropriate; however, in a less predictable market (and today most are) more magic (sometimes called Wicked) approach is needed

In my experience most New Zealand organisations rely far too much on the logic approach. As a result, many strategic workshops are boring, and not nearly as successful as they could be. We need a new model of strategy.

What do you think?

WHO SHOULD DRIVE THE STRATEGIC PROCESS - ANALYSTS OR LINE MANAGERS?

WHO SHOULD DRIVE THE STRATEGIC PROCESS - ANALYSTS OR LINE MANAGERS?

In my experience Line Managers are far better drivers of strategy because they understand the issues and reality in the market place. They are also the people who must execute the strategies and therefore their ownership is vital. Managers do not have sufficient ownership or understanding when strategies are presented to them by analysts. 

What do you think?

TWO SCHOOLS OF STRATEGY

There are two schools of thought about the Strategic Process:

1. Logic School - A left brain and linear school
2. Magic School - A right brain and nonlinear school.

Both schools have their strengths and weaknesses. It would be wrong to disregard either; however, in my experience most New Zealand organisations rely far too much on the Logical approach. As a result, many strategic workshops are boring, lack acceptance and not nearly as successful as they could be.

http://www.virtual.co.nz/index.php?n=Products.BruceHollandSStrategyProduct

WHEN MIRACLES ARE POSSIBLE

Hear Charles Eisenstein talks about miracles. 

He defines miracles as things that are impossible given old ideas of reality. 

New ideas of reality mean these things may no linger be impossible. 

These miracles are changing the world into something our hearts know is possible.

https://www.youtube.com/watch?v=Mjoxh4c2Dj0

WHY YOU SHOULD BURN YOUR STRATEGIC PLAN

Most strategy processes fail to get it off paper and into heads. And I mean EVERY head. Otherwise it remains theoretical nonsense that belongs to someone else. If it's done properly, you should be able to burn the final document confident that everyone understands what they have to do. 

It would be great to use this as a way of sharing deeper buying and understanding of strategic direction. What are the best ways you know to achieve this?