Practically Speaking

Painted Picture - Wendy Luke

Occasionally you attend a session at an annual meeting, and you come away with an idea that impacts your life. This happened to me in 2010 when I heard entrepreneur and business coach Cameron Herold talk about his "painted picture."

In concept, the painted picture is a three-year snapshot of your life, your career, your business, your relationships, and your self. What’s magical about three years? It is long enough to make aspirations a reality and not so long that things become stale.

Listening to Herold inspired me to create my own painted picture. It is a detailed, high-level overview of my business and how my life will look and feel in three years. It covers what I really want in my life—experiences and accomplishments in many spheres, including professional, emotional, physical, in my relationships, my hobbies, and others. I review my painted picture regularly, and I’ve shared it with many people. Sharing my painted picture has been scary. What if people think I’m over-reaching? What if I don’t achieve my vision? What will my friends and colleagues think of me?

How to use your painted picture

My painted picture is a written narrative. Yours could be a collage of pictures/photos, a mind-map, or any format you are comfortable with. Your painted picture is valuable because it allows you to declare what you want, to yourself and others. As you think about it and share it, you increase the probability that you will make great things happen. By sharing your painted picture, you open up the possibility that people can help you achieve your vision.

Examples of elements that might be in your painted picture:

  • The job you will be in

  • What you have published

  • The quality of your relationships with friends

  • The quality of your relationships with family

  • The quality of your relationships with your spouse/significant other

  • With whom you collaborate

  • Your volunteer activity

  • The fulfillment you get from your hobbies

  • Your physical well-being

  • Your spiritual well-being

It took me some months to envision my painted picture. Some of it was drafted on the back of an envelope while traveling. Some of it came from lists of words I wrote on the computer. I shared the concept with a number of friends. It was helpful to me to tell people I was working on it. When I found myself running a tape in my mind that said, "Oh, you won’t be able to do that," I had a conversation in my mind that said, "Oh, yes you can." After a number of drafts, it seemed to me that it would never be perfect. And so it became my painted picture.

I'm not quite a year into my three-year painted picture. It's vivid. And it is becoming my reality.

 

Practically Speaking

The Kaizen Way to Performance Improvement - Wendy Luke

"Kaizen" is Japanese for "a small and important change." It is an example of a continuous improvement process used by organizations and career coaches to emphasize the value of implementing incremental change toward positive results.

Kaizen is a philosophy that can be used to help you look for a job, live a healthy life, or tackle a challenging project. It rests on the concept that if we take the small steps toward a goal, we are far more likely to reach it than if we take one or two large, life-disrupting steps. It’s an approach that eases the path to success.

Use Kaizen to Work Toward a Goal

You may already have a list of items that would help you improve your job performance. It probably includes things that frustrate you, like the need to waste less time. It may also include items that your manager has mentioned during a performance review, like the need to adhere to deadlines.

The first step in a kaizen is to identify the specific actions behind the problem. Identify the times of day when you are not performing productive tasks. What are you doing during those periods?

Let's say you spend time searching for documents in the piles of papers on your desk. A resolution to clean up your desk and keep it clean is far too big to accomplish in one step, so you put it off. Instead, use a kaizen approach: at the end of each day, spend just five minutes clearing your desk. Set the timer function on your computer. Suddenly, clearing your desk doesn't mean hours on a Saturday, working at a boring task. It’s just five minutes. Granted, your desk still has piles of paper, but there aren’t as many, and they are smaller. It’s faster now to go through the piles to find the documents you need.

Let's take a second example: a failure to meet deadlines. Like many people, you may miss deadlines in part because you don't manage your time well. Here again, kaizen can help. For example, your report on the recent family day program is due at the end of the week. Every time you sit down to start the report and write the summary paragraph, what you produce is not worth saving. And now, you have four days left before delivering the report to your director. A kaizen approach would be to skip the summary statement and write one sentence on the background section. Just one sentence. Later, you can write another sentence. In my experience, once I've written one to three sentences on a section of a report, the rest of the writing comes more easily.

Use Kaizen to Establish New Attitudes

Kaizen can also help you toward a more positive approach on the job:

  • If you berate yourself with negative questions, ask: What is one thing I like about myself today? Write down your answer.
  • If you are unhappy at work, ask: What kind of job could bring me pride and pleasure?
  • To pay attention to others or to hear their voices, ask: Is there a person at work whose input I rarely get? What small question could I ask this person?
  • If you have festering conflict with another person, ask: What’s one good thing about this person?
  • If you feel pessimistic or negative, ask: What is one small thing that is special about me (or my organization)?

You cannot change the habits of years—much less a lifetime—overnight. Setting huge, complex goals or trying to change everything at once is a recipe for failure. Small steps get you to your goal far faster than do large steps that you may never take.

Case Studies

Fixing Executive Impatience

A female senior executive I coached had been told repeatedly that she didn't communicate effectively with colleagues. She didn't understand why. Working one-on-one, I quickly noticed that she often rolled her eyes whenever someone said something she disagreed with, didn't find relevant or thought stupid. As a result, her colleagues tended to cut conversations short with her and drop out of discussions. She didn't know she caused this. After she learned to recognize when and why she rolled her eyes, she asked her colleagues to call her on it and got back to being a good communicator.

Teaching an Old Dog New Tricks

One-on-one coaching is also essential when a serious course correction is needed. I intervened when inappropriate workplace behavior by a COO led to harassment complaints. With this middle-aged man, it was a matter of helping him see that times had changed – what might have been acceptable ten years ago no longer was. Once he understood that the impact and perception of things he said were quite different than his intent, and this was getting in the way of getting the job done, the problem disappeared.

Bringing the Wisdom of Others to Bear

For people I coach who learn by reading, I recommend one or two books or articles, and then we discuss what they find most relevant or engaging. The key, of course, is to suggest books or articles on point with their concerns and to which they can relate. Recent clients have learned much from Marshall Goldsmith's What Got You Here Won't Get You There, Anne Baber and Lynne Waymon’s Make Your Contacts Count, and William Bridges' classic, Transitions: Making Sense of Life's Changes. I've discovered that many of my clients find the books we discuss to be so helpful they, in turn, recommend them to others.

Focusing Hard-driving Executives

Definition: Hard-driving executives
Someone who is driven to maximize his or her people, resources, and results.

Hard-driving executives move up quickly. So their challenge quite often is finding and training their replacements. Without a replacement, executives are often stuck in their positions or get burned out doing two jobs. I coach executives, at each new level they attain, to focus on the even bigger picture, trust their staff even more, and delegate crucial tasks.

Nugget: Hard-driving executives never stop learning.

How I Coach

My approach is to:

Build a trusting, one-on-one relationship.

Heighten focus and awareness through:

  • 360-degree or 720-degree evaluations evaluations

  • Interviews

  • Observation

  • Holding up a mirror

Promote understanding of underlying beliefs and attitudes through:

  • Readings

  • Discussions

Create, reinforce, and expand skills, focusing on:

  • Kaizen (the small and important changes that make a difference)

  • Feedback

  • Understanding of intent versus impact
  • Painting a picture of the future

I help people align their realities...and then their goals.

To gain insights about the broad characteristics of people I coach (and those people I choose not to coach), please read the Coaching Profiles.

Click Here to find out who makes a good candidate for executive/leadership coaching

Taming and Nurturing Wallflowers

Definition: Wallflowers
People who should be stars but hold themselves back.   

Story: In the museum where she worked, Susan had confidence as a supervisor of three but not as a manager of eight. She became overwhelmed, her staff became frazzled, and the visitor experience declined. I coached Susan for four months to build her confidence and communication skills. She learned to set clear expectations, give timely and accurate feedback, and acknowledge performance. The staff responded well, and the tangible result was a greatly enhanced visitor experience.

Nugget: Wallflowers are waiting to be found and mentored. Companies that help their wallflowers blossom build the healthiest cultures.

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"When you change the way you look at things, the things you look at change"
– Wayne Dyer
Co-edited by
Wendy Luke.

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