“…And What Else?” Your thought starters: Issue No. 27

“...And What Else?”

Newsletter and Thought Starter

Issue No. 27

Success begins by asking the right questions. So why not a newsletter that asks a powerful question: “…and what else?”

Hope these insights pierce through the clutter and create a moment to reflect on your purpose.

First Thoughts

Following the Rules

Colorless green ideas sleep furiously.

That sentence was composed by Noam Chomsky in his 1957 book Syntactic Structures as an example of a sentence that is grammatically well formed, but semantically nonsensical.

The sentence demonstrates the distinction between syntax (grammar) and semantics (meaning). In this case, a syntactically well-formed sentence is not guaranteed to be semantically well formed.

So too is leadership. Sometimes our leadership style may adhere to all the rules, yet those around us may have a different opinion of how well it is working.

My Quest to Create a Better Me: Day 21,571

A better me. I didn’t think it would be easy, but I thought it would be easier.

Sure, some days I make progress on this better-version-of-myself quest. As a leadership coach, if I can’t work to become that better version of myself, how can I expect my coaching clients to do the same?

Purpose and Goals for 2024:

A Personal Workshop

Free Session**

December 13, 2023: Virtual (noon to 1 p.m. EST)

Another year (nearly) down, another set of goals accomplished. Maybe you had terrific success in 2023; or maybe not. Let’s not leave it to chance for 2024.

Join this interactive end-of-year virtual session designed to prepare you for 2024 by developing a personal purpose statement and aligning your goals and actions with what matters.

During this session you will:

Develop a purpose statement—your “Why”—to anchor your goals and choices.
Establish personal and professional goals for 2024.
Create action steps for goal achievement.
Interact with like-minded people.

**Session is free with the promo code: 2024Goals. Or donate your session fee of $42 without the code. Proceeds donated to the Walled Lake Schools Foundation for Excellence.

Register for the session here

Thank you. Really.

Question #111: What do you mean when you say, "Thank you"?

Such an easy thing to say: thank you. Maybe too easy. How about next time rather than just saying, “Thank you,” add “for…” You might be surprised how surprised they are (and how good you feel).

Oh. Thank you for reading this newsletter. It means a lot to me that you took the time. Cheers!

I Can’t Get it All Done!

Struggling to “get it all done”? Feeling overwhelmed? Maybe you’re viewing your tasks through a clouded lens. Some “reframing” of your perspective might be just what the doctor ordered. Do any of these sound familiar?

Everything needs to be perfect
I need to be in control
Saying no makes be look bad
I avoid asserting myself with my team
I can’t trust people; no one can do it as well
I enjoy:
- the thrill of fighting fires
- chaos
- being the hero
I need to be liked and please people

If you answered “yes” to any of these, consider asking yourself, “How is this perspective affecting my feeling of overwhelm?” And, “What alternate belief is more useful?” (e.g., There are times where “good enough” works.)

Sources: Forty-Two Consulting, Center for Executive Coaching

How Are You Deciding?

Image by Keith Johnston from Pixabay

Got an upcoming decision and not sure how to invite input? Consider the option to set up decision-making expectations in advance. Here are four common decision-making approaches:

Command – Decisions are made with no involvement.
- Don’t use command when you need consensus or for important decisions that need buy-in. Consensus would be more appropriate.
Consult – Invite input from others.
- Use consult to make efficient, informed decisions and to gain ideas and support without bogging down decision making.
Vote – Discuss options and then call for a vote.
- Use vote if efficiency is the most important factor and when everyone agrees to support the outcome of the vote.
Consensus – Talk until everyone agrees on one decision.
- Use consensus when you need everybody’s buy-in and support of an important decision.

Source: Crucial Conversations

Final Thoughts

“I don’t know where I’m going from here, but I promise it won’t be boring.”

David Bowie

Leadership Coaching | Team Development Training and Facilitation

My Quest to Create a Better Me: Day 21,571

Develop a purpose statement—your “Why”—to anchor your goals and choices.

Establish personal and professional goals for 2024.

Create action steps for goal achievement.

Interact with like-minded people.

Question #111: What do you mean when you say, "Thank you"?

Such an easy thing to say: thank you. Maybe too easy. How about next time rather than just saying, “Thank you,” add “for…” You might be surprised how surprised they are (and how good you feel).

Oh. Thank you for reading this newsletter. It means a lot to me that you took the time. Cheers!

Everything needs to be perfect

I need to be in control

Saying no makes be look bad

I avoid asserting myself with my team

I can’t trust people; no one can do it as well

I enjoy:

the thrill of fighting fires

chaos

being the hero

I need to be liked and please people

Got an upcoming decision and not sure how to invite input? Consider the option to set up decision-making expectations in advance. Here are four common decision-making approaches:

Command – Decisions are made with no involvement.

Don’t use command when you need consensus or for important decisions that need buy-in. Consensus would be more appropriate.

Consult – Invite input from others.

Use consult to make efficient, informed decisions and to gain ideas and support without bogging down decision making.

Vote – Discuss options and then call for a vote.

Use vote if efficiency is the most important factor and when everyone agrees to support the outcome of the vote.

Consensus – Talk until everyone agrees on one decision.

Use consensus when you need everybody’s buy-in and support of an important decision.