I have been thinking about passion and its relationship to energy, focus, presence and performance.
Passion is the fuel for spirited and committed action. Here are 12 questions that help us know if our passion and aspirations are at the proper intersection.
To determine whether your passion matches your aspirations, try these questions.
1. Do I feel strongly about the need for this to happen?
2. Does the idea fit my long-held beliefs, values, and convictions?
3. Have I thought about something like this for a long time?
4. Do I think that this is vital for the future related to the people and things I care about?
5. Do I get excited and energized when I think about it, and convey passion when I talk about it?
6. Am I convinced that this can be accomplished?
7. Am I willing to put my credibility on the line to promise action on it?
8. Am I willing to spend time to sell it and promote it to others who might not understand or support it?
9. Can I make this the focus of my activities?
10. Am I willing to devote personal time, above and beyond organizational time, to see that this happens?
11. Do I feel strongly enough to ignore negativity and stand up for this?
12. Am I committed to seeing this through, over the long haul?
If you have answered yes to most of these questions you are probably ready to align your passion and aspirations!
I have been working with a small team of leaders who are trying to create needed change in the structure of their organization. While working with this group of three leaders over the course of a few weeks we were able to create a simple template building a case for change. Here are the five key elements we are experimenting with.
Key Elements of a Case for Change
1. What is the business context for the change. What is currently happening (i.e., organizational conditions and circumstances) that merits attention and drives the need for change.
2. How are w currently viewing the problem or opportunity. That aspect of the current situation which calls for change.
3. What are the implications associated with the change. The logical (or feared) consequence of not addressing the problem or opportunity.
4. What is the desired future state. What doe the future look like if the change is implemented?
5. What are the benefits. The specific advantages or gains that will result from achieving the desired future state.
What else should we consider here?
What Makes A Great Place To Work?
The Great Place To Work Institute’s research tells us that A Great Place To Work is one in which you “trust the people you work for, have pride in what you do, and enjoy the people you work with.”
At Glowan, we believe that any company, division, team, or workgroup can create a great place to work.
First things first! Your relationship with your boss is the first gateway or block to a great place to work.
Current research tells us that trust between managers and employees is the primary defining characteristic of the very best workplaces.
A great workplace is measured by the quality of the three, interconnected relationships that exist there:
1. The relationship between employees and leadership/management.
2. The relationship between employees and their jobs/company.
3. The relationship between employees and other employees.
How are these three relationship leveraging the performance and engagement opportunities at your workplace?