Often, great struggle hits me like a rock because I miss the signs leading up to the devastation. How can I better see the signs of struggle and act to mitigate the challenge before it becomes weighty, hurtful, and unwieldy.
I think the way to do this is to pay better attention to the details of paths ahead rather than focused mostly on the end result. The journey matters a lot.
For example, as I think of a problematic project as an educator. I was wholly focused on the end product which was a new teaching strategy shown to appeal to a group of students we often didn't teach as well, yet I dismissed the reluctance on the part of many to adopt this strategy. Instead of working to convince them with a well planned, collaborative approach, I barrelled through convinced that my vision was solid. Looking back, I am still convinced that the vision was right-on, but I also know that to make the kind of change I wanted to make required a different kind of promotion as barrelling through did not work.
A straightforward approach, misses all the nuances of getting where you want in a peaceful, productive manner. Recently I watched a friend move a new idea forward using lots of detailed, nuanced, people-centered efforts. The vision was achieved without a lot of struggle. In fact, people were eager to join in and make the change happen. He and his team's approach was not singly focused on the vision, but also focused on the process needed to make that vision come alive.
As I write this down, this seems so simplistic, but clearly, I didn't think a lot about the process needed to move ideas and vision forward. I can point to all kinds of reasons why this was true, but for now, I don't want to look back. I want to look forward instead.
How can you think about the change process with detail, sensitivity, and good focus. I believe these questions will help.
What is the vision?
It is important to have a clear vision and rationale for that vision.
Who are the people involved and how might this vision affect them?
You have to think about the many people involved from the start of the process until you reach the vision. You have to think about why this vision might appeal or not appeal to these people. You have to think about what motivates these people, and how you might attract their attention, ideas, and support for the vision.
What are the steps needed to achieve your vision?
It's good to map out the steps needed to achieve the vision, and carefully review and revise those steps as you move ahead one step at a time. If you rush the process, you risk not reaching your vision. To barrell through, often misses important steps to vision attainment.
Be open minded along the way
Rarely does one person have all the answers and outlook when it comes to achieving vision. Mostly, you profit from having an open mind and listening to the many ijnvolved in achieving the vision.
Show gratitude and respect for all involved in the process
No one wants to feel like they are used and dismissed in any process. When you recognize the good work, ideas, and insights others bring to the process, you engender greater support, better teamwork, and a greater likelihood that the vision will be achieved.
Celebrate the small and big wins
Along the way, celebrate the achievements you gain, and when and if you do achieve your vision, celebrate that with all who were involved. Keep these collaborators close so that you can work together to achieve future good and meaningful work.
As I think of a recent unsuccessful project, I recognize that I was more focused on the final vision than the process to get there. In hindsight, I can see many missteps that obstructed the vision possible.
With another project on the table, I want to use what I learned here to better the ability to meet vision. What will that take.
- Clearly outline the vision.
- Clearly map out the process to get to the vision.
- Clearly list the people involved and what their roles, motivation and benefits with regard to the vision.
- Decide on the needed nuances, steps, actions, and revision points along the way. Decide what you are willing to give up related to the vision, people, and process, and what you are not willing to give up.
- Move towards the vision with an open mind, willingness to revise as needed, and collaborative spirit.