Promising Results

If any seemingly “intangible service or program” that you are offering or purchasing promises an increase in productivity, customer service, product quality, sales or the like– measure it. If the service or program cannot promise results linked to business performance, reconsider it.

It is important to expose any fantasy related to the application of services such as coaching, consulting, and training. Clearing out delusions and examining motivation, supports accountability for both buyer and seller — ensuring inspirational and truly powerful results.

All programs should produce a demonstrable increase in business performance that exceeds the cost of the program (Results – Cost)/Results = Return on Investment (R.O.I.).

Before the program begins, obtain a baseline number of the performance measures (e.g. productivity, customer satisfaction, employee retention, product quality, or sales). Only track a measure that is clearly linked to the overall success or profitability of the business.

Convert information such as customer and employee satisfaction scores into a dollar amount. Similarly, cost of the program can be translated into a “score.” The goal is to have two like numbers to use in the R.O.I. formula.

Determine how often the measure will be revisited. Immediately following the program and quarterly or semi-annually checkpoints are typically good.

Share and discuss the results to keep the door open for further inquiry into how the program can impact the performance measure. Maintain effectiveness as the measure of truth.

Considering only the cost of a program is like a viticulturist paying more attention to the bottle than to the wine. When measurable results are integrated into program implementation, the delivery of substance over form is ensured.

Gazing at the Light ~ Rumi

Why Poetry?

The lamps are different, but the Light is the same.

So many garish lamps in the dying brain’s lamp-show,
Forget about them.

Concentrate on the essence, concentrate on the Light.
In lucid bliss, calmly smoking off its own holy fire,

The Light streams towards you from all things,
All people, all possible permutations of good, evil, thought, passion.

The lamps are different,
but the Light is the same.

One matter, one energy, one Light, one Light-mind,
Endlessly emanating all things.

One turning and burning diamond,
One, one, one.

Ground yourself, strip yourself down,
To blind loving silence.

Stay there, until you see
You are gazing at the Light
With its own ageless eyes.

Core Ideology

…Split the sack of your culture…stick your head out…look around…reach up…a voice speaks to your clarity. ~Rumi

When I was in grad school, we spent a lot of time on a popular book called Built to Last: Successful Habits of Visionary Companies (BTL). Published in 1994 by Collins and Porras, the book outlined visionary habits of successful companies. BTL made a strong case for a focus on core ideology (mission, vision, and values) and BHAG’S (Big Hairy Audacious Goals) that go beyond profit. With the further support of an ongoing body of business literature, the next 15 years of management consulting instilled core ideology and organizational culture development just as strategically necessary as quality products.

The main thrust of core ideology is that it is enduring ~ the eighteen companies on BTL’s “best list” have all been operating for over 100 years with the same ideology intact. Ultimately, core Ideology provides “higher thinking” and guide posts from which to make decisions ~like a beacon reminding you of what you and your company are all about when things seem dark or confusing. The core remains intact regardless of circumstances (very much like spiritual principles that endure over time, resonate when we hear them, and bring us back to center).  A powerful core ideology will speak to anyone who hears it and supersedes individual personalities.

The collective personality of a company is the culture and is distinct from core ideology ~ not separate, but distinct.  The core ideology is operating within the culture, sometimes more obviously than others, but always operating. When things seem “off kilter” and/or the next evolution is necessary, the core is consciously brought to the forefront to smoothly guide the company to the next level.

A strong, effective culture is in love with the ideology, is responsible for it’s growth, and organizes around it. Consciously smart companies understand that supporting the vital connection between culture and core ideology leverages profit and the difference their entity will make in the world.

Tired of Speaking Sweetly

It is for entrepreneurs and business owners to examine and rip to shreds any erroneous notions of truth that may have crept into their business.  Business can and will take on a life of it’s own and begin to run us –we may, for example, start to live by the measures of others or shoot for goals and targets without examining unexpected collateral damage. We may have evolved consciously, but our old models and beliefs, unchecked, can hold us in a stagnant default pattern.

Breaking down illusion/delusion involves uncovering ourselves long enough to see where habit and protection are smothering business creation.  Taking the time to re-examine such things as objectives, motivations, and unexpected impacts (good and bad) keeps an enterprise alive, vital and PASSIONATE.

Once in a while, drag yourself around by the hair and give yourself a good talking to –hold yourself upside down and shake all the nonsense out.  Remember that creation and letting go serve the same end -in this case, the unfolding of powerful conscious business.

Tired of Speaking Sweetly ~ Hafiz

Love wants to reach out and manhandle us,
Break all our teacup talk of God.

If you had the courage and
Could give the Beloved His choice, some nights,
He would just drag you around the room
By your hair,
Ripping from your grip all those toys in the world
That bring you no joy.

Love sometimes gets tired of speaking sweetly
And wants to rip to shreds
All your erroneous notions of truth

That make you fight within yourself, dear one,
And with others,

Causing the world to weep
On too many fine days.

God wants to manhandle us,
Lock us inside of a tiny room with Himself
And practice His dropkick.

The Beloved sometimes wants
To do us a great favor:

Hold us upside down
And shake all the nonsense out.

But when we hear
He is in such a “playful drunken mood”

Most everyone I know
Quickly packs their bags and hightails it
Out of town.

 

One More Thing

I Ask One More Thing ~ Rumi

Today pour the full cup.

Slap the wheel already spinning so frantically.

This wine is invisible,
yes, but the effect is not.

I ask one more thing
from the love that has given us
this dear time together.

Lift the veil
from the face of the king.

Why open a rosewater shop
and keep the garden secret?

You have set the river flowing,
Now release the ducklings.

We are the first double-leaf sprout
two inches out of the ground.

We need rain, or we may not grow
more than this. Cynics on all sides say,
You look for what does not exist,
and saying that,
they steal laughter from the fool
and music from the lute player.

I want these words to stop.
Calm the chattering mind, my soul.

No more camel’s milk.
I want silent water to drink
and the majesty of clear waking.

Why Poetry?

 

The Story of the Falling People

Once there was a group of people called “The Falling People.” The Falling People lived their lives while falling. They went to work falling, mowed their lawns falling, and slept falling. All of their possessions, their computers, houses, pets and cups of coffee hurtled through space falling beside them -at the same rate. This is how it had always been.

The Falling People measured things by feet and inches, up and down. They would say things like, “Five feet up I ate bad shrimp,” or “Several feet down I will be happy.” One day it became very obvious to many of the Falling People that there was something happening that was hard for them to explain. The “something” was moving sideways, or floating, or…they were not sure what, but it was happening, it was affecting them, and it was not falling – according to their standard of measurement.

Some of the Falling People got tired of all the talk about the floating, sideways “something” and would say, “If it does not move up or down, we cannot apply feet and inches to tell what it is and anyway we will get to where we are going by continuing to fall as we are.” Some of the Falling People (whom others called the fanatically down-forward) would get overly excited and say, “Our standard of measurement is up-fashioned by 10 billion feet plus and besides we want more of the something and are not sure how to get it.”

Finally, realizing that it was time to take action, the leader of the Falling People called a gathering and spoke the following…

“Our system of feet and inches, up and down, has served the Falling People very well. Our measurement system is an agreement that was made long ago that enables us to communicate with one another about movement within our special culture. Always there has been the “something” that everyone is discussing, but we did not have the time or the interest, until now, to identify or measure it.

Identifying “it” requires that we first come to an agreement about what “it” is -just as we named our falling motion two million feet back. For now we will name it fulfillment. Fulfillment does not constantly fall beside us as all our material or physical possessions do – it jumps around, sometimes landing, sometimes not, and varies in intensity or degree. We do know we are happier and more productive when fulfillment lands and when it is more intense.

Let us fall forward then communicating about fulfillment by measuring it in degrees with 100 degrees being the highest level of experience.”

All of the Falling People agreed that this would be an interesting experiment to see if not only they could measure fulfillment, but if they could also have fulfillment land more frequently and intensely as they fell down through their lives.

It came about that the Falling People began to realize that fulfillment did not jump around landing sometimes and sometimes not – it was always present falling beside them, but indeed in varying degrees of experience depending on the actions they took. They began to see how they could make adjustments to increase the degrees and could be heard saying things like, “Down there, I am planning on taking a walk so I can increase my fulfillment degree,” or “Up there, I noticed that my fulfillment degree is always much higher when I keep my promises.” It was clear to the Falling People that the experiment to measure fulfillment was a good and useful experiment.

Therefore, it was inevitable that as the attention of the Falling People began to shift more and more onto measuring fulfillment someone spoke up and said, “Hey, are we really falling or is how we measure our motion having us experience falling?”

The End  This story is adapted from an LEC seminar

Related Posts Five Keys to Measuring Productivity

 

five keys to measuring productivity

Productivity is the innate ability of every individual to express, produce or give rise to.

It could be said that the only reason we do anything is to express and connect with other people and business is just a construct for people to do that.

From this context, here are Five Keys to Measuring Productivity

Keep it Balanced Incorporate both leading measures that drive performance and lagging measures that are outcome, or results-oriented.  Focus on the leading measure – have more leading measures than lagging, include measures that express expression.  Allow individuals to design their own leading and lagging measures – incorporate them.

Know the Organization Align productivity objectives with the mission and strategy of the organization.  Include the mission, vision, and values of individuals involved in the organization.

Nurture Credibility Credibility should be nurtured, never established.  Make sure the company keeps it’s word. Make sure there is buy-in to productivity measures, that people are aligned and inspired, and keep it simple.

Ensure Integrity Don’t have a whole lot of goals or targets, and never design measures that encourage a breach of an individuals ethics, or pit them against one another.

Share the Good and the Bad Establish who will receive what results when e.g. everyone whenever they want them.

Measures are important…..they set the edges of the garden in which a business can grow.  Measures should never, however, rule us and they should above all, support every individual to view and expand their expression and connection – ultimately creating a profitable bottom-line that everyone can feel good about.

Courageous Dreaming

We are what we think.
Everything we are arises from our thoughts.
With our thinking we create the world.

–Buddha

If the world is what we think it is, then we all have the power to dream our world into being.  As Alberto Villoldo writes in his book Courageous Dreaming – How Shaman’s Dream the World into Being, “…when…you awaken to your power to dream, you begin to flex the muscles of your courage. Then you can dream bravely: letting go of your limiting beliefs and pushing past your fears. You can begin to create truly original dreams that germinate in your soul and bear fruit in your life.”

In business there are usually some goals and some type of plan.  It may all be in your head, or you may have an elaborate plan with detailed goals on special software on your business computer, but there is an end-point, a vision of the future..a DREAM you are bringing into being.

Now, assume that your initial plan is NOT your Courageous Dream (CD)…..this is the seed of your CD, but not your CD.  Your CD germinates in your soul when you get into action and get slammed a few times, when you review your motives, when you have exposed every (OK probably not every) excruciating limiting belief and fear that you have.

The key is to adjust your plan as you go….flow with the go…it will be ready to bear fruit much quicker that way.

a beautiful walk inside you ~Rumi

Why Poetry?

Through this blood veil

the lover sees a beautiful walk.

Reason says, There are only six

directions: north, east, south, west,

up, and down.  There is no way

out of those limits.

Love says, But I have

many times escaped.

Reason comes to a marketplace

and begins haggling prices.

Love wanders away with other

business to transact, something

to do with incomparable beauty.

There are secret things happening.

Hallaj listens to whispers and walks off the speaker’s

platform onto a scaffold.

Dreg-drinkers have love perceptions

that reasonable men fiercely deny.

They say, we cannot go barefooted

in that courtyard. There is nothing but

thorns through there.

Love answers, The thorns are inside you.

Be silent, and pull what hurts

out of your loving’s foot.

Then you will see gardens

with secluded rose bowers,

and they will all be inside you.

Shams is the sun

obscured by this cloud of words.

Maybe he will burn the overcast off

and let love clear and brighten.

Powerful Pause

When you take the time to powerfully and consistently pause, you are able to recognize and allow emergence.

Emergence energetically grounds intuition and ignites rapid evolution free of default patterns.

Emergence is possible when we review not just the spreadsheet, but the spaces in-between.