Category Archives: Focus

Act intentionally, persist variously.

Help Young People Choose Where to Grow

Parents, grandparents, mentors, and coaches share a wish: to help a young person build a happy, fulfilled life. A simple visual exercise invites young people to set goals that reflect their own interests and aspirations. It begins with three questions:

  • What do I like doing?
  • What am I good at doing?
  • What do I want to spend time doing?

The third question asks them to make a choice. They may enjoy an activity or have a talent for it without wanting to make it a priority.

Bringing these dimensions into harmony is central to personal alignment. Our interests, abilities, and priorities change, so alignment is something we revisit throughout life. For more on this idea, see A Note on the Power of Alignment.

Learning to choose where to spend time helps us navigate two common pitfalls: pursuing one interest at the expense of everything else, and spreading ourselves across so many activities that none receives enough attention for mastery or deep enjoyment.

Learn to Choose Early

Many adults struggle to decide which pursuits deserve their time. Young people can begin to develop this judgment while their interests and habits are still taking shape.

Sports, music, academics, creative work, friendships, and new experiences all compete for attention. A young person may continue an activity because it is familiar, because friends do it, or because an adult expects it. They may also have interests no one has thought to ask about.

The exercise below helps make those choices visible. It gives a young person a way to reflect on what matters to them and gives a trusted adult a window into their thinking. With the young person leading the exercise, the adult can ask questions and offer support in a way that invites conversation and respects their independence.

Although designed with young people in mind, the exercise can be useful at any age. The underlying principles are also explored in this video on personal alignment and fulfillment.

Step 1: Make an Activity List

Start several days before you plan to work through the exercise together. Ask the young person to list activities they currently spend time on, along with anything they would like to try.

Use pencil and paper, a phone app, or a document. Keep the list open for additions and changes as ideas arise. The aim is to capture a picture that feels complete to them.

An adult can offer a starter list or point out an overlooked interest: “What about cooking?” or “You spend a lot of time on logic puzzles.” Let the young person decide what belongs on the list and how to describe it.

Move on when they feel the list represents their interests.

Step 2: Choose What Matters Now

Ask them to place each activity in one of four groups:

  • Top priorities: Activities they most want to invest time and effort in now.
  • Keep doing: Activities they enjoy and want to continue regularly.
  • Occasional enjoyment: Activities they like but do not need to do regularly.
  • Pause or stop: Activities they are ready to step back from.

Encourage honest answers. If a long-standing activity lands in “Pause or stop,” take it as useful information. Ask what has changed and listen before discussing existing commitments or practical constraints.

These choices reflect what matters now. They can change as the young person gains experience.

Step 3: Select Skills to Develop

Focus next on the activities in “Top priorities” and “Keep doing.”

Identify which involve skills the young person wants to develop through practice, effort, and experience. Examples include soccer, drawing, piano, math, cooking, climbing, and coding.

Other pursuits may be valuable mainly for enjoyment, connection, or discovery, such as attending a concert or visiting a museum. Keep them on the activity list, but leave them out of the skill map unless the young person identifies a particular capability they want to develop.

The distinction depends on their purpose. Watching films might be recreation for one person and part of learning filmmaking for another.

Step 4: Draw a Personal Pursuits Map

The map shows how the young person sees their current capability and where they would like to be in five years.

On a large sheet of paper:

  1. Draw the center. Make a small circle and write their name inside it.
  2. Add the spokes. Draw one line outward from the circle for each skill selected in Step 3. Space the lines evenly around the center.
  3. Label the skills. Write one skill beside each spoke.
  4. Agree on the scale. The center represents just beginning. The outer edge represents advanced capability in that activity. Discuss what that might look like for each skill.
  5. Mark current capability. Ask them to place an X on each spoke to show where they think they are today.
  6. Connect the current marks. Join the marks with straight lines and shade the enclosed shape. Label it Current Capability.
  7. Mark five-year aspirations.  Ask: “Where would you like to be in this skill five years from now?” Choose a horizon far enough away to imagine beyond today’s limits, yet close enough to picture progress they could achieve with sustained effort and support. For some, three years may work well. For a younger child, use their future age: “When you turn 15, what would you like to be able to do?” Use the same horizon for every skill on the map.
  8. Connect the aspiration marks. Join them with straight lines. Use a different color or pattern to distinguish the space between the two outlines. Label the second outline Future Aspiration and note the target age or year.

The map records their perspective. It does not need precise scores or a symmetrical shape to be useful.

A Personal Pursuits Map created during a tenth-birthday exercise. The inner outline shows self-assessed current capability; the outer outline shows five-year aspirations.

Step 5: Turn the Map into Choices

The conversation about the map is where much of its value emerges.

Ask questions such as:

  • Which skills are you most excited to develop?
  • What would you like to be able to do that you cannot do yet?
  • Where would practice, instruction, or encouragement help?
  • What might you spend less time on to make room?

A large gap between current capability and aspiration suggests something to explore. Ask what the young person imagines and why it matters. A small gap may mean they are content with their current level or would prefer to direct their effort elsewhere.

Use their answers to choose a manageable focus for the coming months. Agree on a concrete next step, such as joining a class, establishing a practice routine, trying an activity, or pausing a commitment.

Adults can then direct their support toward priorities the young person has helped choose.

Revisit as Interests Change

Keep the map somewhere the young person finds useful, such as a desk or bulletin board. Return to it at a birthday, before a school year, or when interests or circumstances change.

Allow enough time between reviews for experience and growth. Ask what they have learned, what still matters, and what they want to revise. The purpose is to build a habit of reflection and choice. Some skills will become more important. Others will recede. The map should change with the person.

A question as broad as “What do you want to do with your life?” can be difficult to answer. This exercise offers a more approachable starting point: What do you want to develop, and how will you make room for it?

Over time, young people can learn to manage a portfolio of pursuits that reflects their interests, develops their abilities, and makes good use of their time.

For the broader framework, read Personal Alignment: How to Increase the Odds of Being Happy and Leading a Fulfilled Life.

Don’t go to the conference stupid!

While it’s possible that a qualified sales prospect might be seated next to you at a conference session or visit your booth, relying solely on chance encounters isn’t a smart strategy. The odds are just too slim to make random interactions a primary reason for attending.

The true value of attending an industry conference multiplies when it’s approached as a well-planned, strategic platform. A team committed to making the most of the experience can leverage the event before, during, and after to maximize its impact.

To maximize the opportunity, proactively engage with targeted executives ahead of the event. Every interaction is a chance to establish a meaningful connection around a shared interest—the conference itself. Use these moments to gather insights, influence thinking, and further cultivate interest in your organization’s offerings.

Along these lines:

    • Identify Targeted Prospects: Before the conference, research who will attend from your targeted prospects and arrange one-on-one meetings. Review advance materials to see who will speak, chair, host, or plan the event. Ask the organizers for a list of registered attendees from both this and last year’s conferences. Reach out to the individuals who are of interest to you and schedule a meeting—whether it’s for coffee, a drink, dinner, or a social function. Don’t wait until the conference begins; schedules for high-demand attendees will fill up fast.
    • Engage Executives from Targeted Organizations: Identify executives from companies that would benefit from attending the conference and personally invite them. Offer to assist with their travel arrangements, share a cab, or even sit together on the plane or train. After the event, follow up to discuss key takeaways and insights.
    • Host a Reception: Plan a reception to feature new offerings, insights, or thought leadership. Invite both current clients and prospective clients to enjoy the content as well as cocktails or hors d’oeuvres. It’s a great way to deepen relationships and engage with potential clients in a more relaxed environment.
    • Use Interactive Databases: Many conferences have online platforms that function like social networks, allowing you to filter attendees by criteria such as industry, geography, or role. Use these tools to identify potential connections and reach out through direct mail or messaging.
    • Foster Online Engagement: Encourage your team and contacts to participate in an online conversation before, during, and after the event. Follow the event’s official hashtag and key accounts. Share insights, quotes from sessions, and feedback throughout the conference. This online activity can help build a broader connection and keep the conversation going long after the event ends.

In addition to generating qualified sales leads, a conference provides a valuable opportunity to:

    • Position Your Team as Industry Leaders: Develop and showcase individual team members by having them emcee the conference, host a session, give a presentation, moderate or sit on a panel, deliver a keynote address, or sign and distribute original publications. These roles help establish your team as thought leaders in the industry.
    • Assess Competitors and Industry Trends: Use the event to observe other industry players and how they position themselves in the market. This insight will help you understand your competitive landscape and identify opportunities to differentiate your organization.
    • Enhance Your Company’s Reputation: Ensure your organization is recognized as an influential industry player by prospects, clients, competitors, partners, and suppliers. Active participation at conferences builds your brand’s authority and credibility.
    • Identify Potential Talent: Conferences are also great venues to spot strong candidates for recruitment. Keep an eye out for top industry talent and consider how they might fit into key roles within your team.

Finally, use the conference as an opportunity to develop, test, refine, and implement a screening script for those who visit your booth or attend sessions and social functions. It’s inefficient to engage deeply with everyone you encounter, as only a small percentage will be qualified prospects worth pursuing further.

Instead, shift the odds in your favor by quickly identifying and screening out individuals who aren’t a good fit. Then, use the time you would have spent with them to focus on identifying key prospects. Once you’ve pinpointed those individuals, find ways to be where they will be and make yourself known to them.

Contract & Govern: The Keys to Leadership Success

A leader’s success hinges on two critical responsibilities:

  • Achieving clarity about what they want from each team member.
  • Effectively communicating their clarity.

Too often, leaders neglect to take the time to define their expectations, leading to confusion and misalignment within the team.

Stephen Covey’s principle of “Begin with the End in Mind” underscores the importance of knowing precisely what you want to achieve before taking action. In leadership, this means clearly articulating the goals and outcomes expected from each team member.

When leaders lack clarity, they cannot expect their team to deliver the desired results. This lack of clarity often stems from the mistaken belief that team members will intuitively understand what is required of them. However, without explicit guidance, team members may interpret goals differently, leading to inconsistency and inefficiency.

Clarity dramatically increases the likelihood of achieving desired outcomes. One might consider this principle in the context of prayer: when we are clear about what we ask for, it likely subliminally enhances our focus and aligns our actions with our intentions, potentially increasing the chances of achieving what we seek, with or without divine intervention. Similarly, in leadership, a leader who is clear and communicates that clarity empowers their team to work toward a shared vision, enhancing collaboration and performance.

Consequently, leaders must prioritize getting clear about their expectations and engaging in rich communication with every member of their team. By doing so, they lay the groundwork for a verbal contract that guides team members toward success, ultimately achieving the leader’s and the organization’s goals..

Contract

Once a leader is clear about what they want from a team member, they should initiate one-on-one conversations to communicate precisely what the team relies on them to achieve. During these discussions, the leader must ensure:

  • The assignment is clear and unambiguous.
  • They believe the person can accomplish the task.
  • They want the person to take on the task.

After explaining, the leader asks the team member to repeat back what they heard to confirm understanding.  Repeat this process until both parties are aligned. The leader must also verify that the team member genuinely wants to complete the task and believes in their ability to do so.

This mutual understanding forms a verbal contract, establishing the team member’s commitment to the task, which is then documented in their performance goals.

Two additional factors ensure success:

  • Resources: The leader provides necessary resources such as time, training, personnel, funding, accountability reviews, and advisors to support the team member.
  • Incentives: The leader motivates the team member by offering rewards like praise, performance bonuses, promotions, or celebratory events (e.g., dinner with the boss or a trip) upon successful completion.

The following graphic presents a way to visualize the steps outlined:

Supervisor-Team Member Contracting

Govern

The primary reason things go wrong is lack of management attention. A wise leader regularly checks in to ensure that front-line actions align with expectations. Make it clear that you are on your team member’s side and that your sole interest is their success. Offer tangible support to demonstrate your commitment, such as sharing your best thinking in the form of notes or drawings or providing key insights and ideas. Encourage your direct report to internalize your input and develop it further as if it were their own.

Effective governance involves regular, structured check-ins between leaders and their direct reports. Leaders should schedule consistent one-on-one meetings with each team member, ideally lasting around 90 minutes and occurring weekly or bi-weekly. Choose a time that is easy to keep, such as 7:30 a.m. every other Monday, and make it a priority to hold these meetings consistently. Reschedule only if necessary and commit to making up any missed sessions. While meetings may occasionally take less time than scheduled, any time saved is valuable.

These meetings should be focused and free from distractions or competing agendas. Avoid combining them with meals, though informal lunches together are beneficial for relationship-building.

During the Meeting:

Team Member’s Presentation:

  • Review Priorities and Progress: The team member presents their priorities and progress from the previous period, supported by metrics. The leader’s role is to ask questions like, “How is it going?” and “How do you know?”
  • Discuss Top Priorities: The team member outlines their top three to five priorities. Engage in a detailed discussion about these items, emphasizing what is happening and how it is progressing. The leader should actively demonstrate support and teamwork, offering resources, training, introductions, and other assistance as needed.
  • Agree on Next Steps: Collaboratively decide on the top items, next steps, and specific actions to be taken. The leader should also determine how they can assist in achieving these goals.

Leader’s Presentation:

  • Share Leader’s Priorities: In about 15 minutes, the leader shares their top three to five priorities. This transparency keeps the team member informed and involved in the bigger picture, helping them understand what the leader is doing for the team’s benefit.
  • Discuss and Solicit Input: Discuss the points raised until there is mutual clarity. Invite input and advice from the team member, valuing their perspective and insights.
  • Commit to Follow-Up: The leader commits to keeping the team member informed about any developments related to their discussion and what the leader is doing that may affect them.

By setting aside regular time for these focused conversations, leaders can maintain alignment, foster collaboration, and ensure everyone is working toward shared goals. This structured approach reinforces a sense of team unity and enhances overall performance.

The following graphic is a way to visualize the steps outlined above:

One-on-One Meetings between Manager and Team Member are key to governing for success.

Summary

Failing to both contract and govern effectively is a recipe for calamity. Without clear agreements and regular oversight, teams are likely to encounter misalignment, confusion, and inefficiency. Contracting ensures that expectations are explicit and mutually understood, establishing a strong foundation for success. Governing maintains focus and momentum by providing the guidance and support necessary to navigate challenges. Together, these practices empower leaders to create a cohesive and high-performing team. By prioritizing both contracting and governing, leaders can avoid pitfalls, foster collaboration, and drive their organization toward achieving its goals. Neglecting these essential practices leaves teams vulnerable to chaos and missed opportunities.

Note

3 Tips and Four C’s to Raise a leader’s Communication game

Leaders who practice conscious, courteous, courageous, culturally sensitive language arts rise to the top. It is human nature to follow those who lead by example, inspire us, and who appear confident and poised.

Such traits are no accident. The best leaders manage themselves to convey a dynamic energy, stage presence, and powerful communications. You only have a few seconds to make a first impression. What impression do you choose to make?

Think of it like this: you walk in confidently, looking pulled together, and then open your mouth to speak. Does what comes out match the visual cues received from looking at you? That is, do you sound as good as you look?

Your voice speaks volumes about your confidence level, your education, socioeconomic stature, and your roots. And your voice can be managed to help you be a more effective leader.

Continue reading 3 Tips and Four C’s to Raise a leader’s Communication game →

How to Drive Elite C-Suite Performance

In a traditional performance evaluation, someone is assigned to compile and review with each executive a summary of her/his strengths, contributions, growth, and opportunities for improvement. The traditional process has many weaknesses which are summarized in this article recently published by Flevy.com, such as:

  • Compiling a quality performance assessment is difficult; consequently it often gets put off to be done at the last minute but it also takes time to do a good job and time runs out.
  • Assessment content tends to be arbitrary based on ability, skills, and perspective of the reviewer and may not represent the best thinking or interests of the team.
  • Reviewers tend to avoid raising and dealing with tough matters that should be addressed aggressively because it is uncomfortable and they are not trained or motivated to do otherwise.

Continue reading How to Drive Elite C-Suite Performance →