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Social stagnation results not from a lack of answers but from the absence of the impulse to ask questions ERIC HOFFER
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Figure 113 Inquiry
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COACHING INTO GREATNESS THE CONSCIOUS PATTERN OF WILLINGNESS
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It isn t enough to be very good if you have the ability to be great ALBERTA LEE COX Willingness is characterized by the degree of Self-Inquiry, openness, and exploration an individual demonstrates
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There s one question many managers and coaches forget to ask others: Are you willing Are you willing to change Are you willing to do whatever it takes to succeed Are you willing to say what needs to be said, or do what you can do We often launch into a new adventure with tons of enthusiasm, but without a true Willingness to keep moving forward, no matter what Without a conscious decision of Willingness, Complacency is always right around the corner when trouble hits Willingness isn t something that just happens You have to be brutally honest with yourself when considering the matter of Willingness Say, for example (this really happens) you attend a conference, getting totally enthused about implementing a new technique or strategy Everything goes well for, maybe, a few weeks Then, life gets in the way Other priorities arise, creating con icts with your new program Soon, the new program falters and dies a slow, painful death What was missing The Willingness to change We become very Complacent with the old ways of doing things, even when we re struck by the lightning ash of a brilliant idea Willingness is critical to Living into your Greatness CULTIVATING A CONSCIOUS PATTERN OF WILLINGNESS Step one: Question your answers It sounds odd, but if you can practice questioning the answers you have about life, your business, and especially your Assumptions, you ll understand where and how you ve become complacent There s no shame in Complacency We all become complacent, some more than others Try cultivating some of the following beliefs: Since everything changes, I might as well change at the same time Where there s a Will(ingness), there s a way 226
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The Illusion of Certainty Without a good dose of Willingness in the world, I d be riding my horse to work I am much more attractive because of my Willingness to change THE CONSCIOUS PATTERN OF STRATEGIC THINKING
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Thinking strategically takes practice We re taught not to think strategically, but to follow an ordered set of rules and patterns developed by those who know better Strategic thinking is what enables inventors to invent and entrepreneurs to succeed in business It s what enabled Apple to so successfully sell the iPOD, and Dell to almost create a monopoly in the personal computer market Dell didn t necessarily have a better computer, but they de nitely had a much better strategy to sell their computer
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Strategic Thinking is characterized by an ability to do new and different things by engaging possibilities that often can t be seen, heard, or measured
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When we focus on Tactical thinking, we re focused on doing better what we already do well That will only take you so far, until the degrees of improvement are so tiny that there s hardly any change When you focus on Strategic thinking, you re focused on doing different things It s a very conscious choice to do different things rst, and only then to do those different things better (Tactical thinking) There is always uncertainty with Strategic thinking You can t possibly know how it will turn out, but you trust that you can handle whatever happens in the process In fact, the Strategic thinker appreciates divergences in the plan These divergences to the plan are what will often spell the difference between being just good and being great When you re riding a big old wave of uncertainty, you ve got a wonderful opportunity to be unique, and to ride that wave all the way to success Earl Nightingale used to say that if you re going to follow anyone, don t follow the crowd Follow the one or two who are going against 227
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COACHING INTO GREATNESS the crowd They are the Strategic thinkers who lead the way because they re Living into their Greatness through their openness to new ideas This is the ability to engage possibilities that often can t be seen, heard, or measured That is a conscious choice When we can be open to possibility, to things that we can t see or measure, then living can really begin If you re going to stay complacent and stay in the middle, you re also going to cut off your access to the joys and the real beauty in life There s this challenge in being open to feeling things that are scary, uncertain, and really painful In my own life, what I found is that the anticipation of feeling the emotion is far worse than what it s ever like to really feel it CULTIVATING A CONSCIOUS PATTERN OF STRATEGIC THINKING Perhaps the best way to cultivate a conscious pattern of Strategic thinking is to emulate other strategic thinkers Select at least three people whom you consider to be strategic thinkers Most business people would consider Tom Peters to be a strategic thinker What about in other industries or professions How about Oprah Winfrey, Steve Jobs, Nelson Mandela, or others Then, think about the qualities that make these people strategic thinkers What beliefs do they hold What are they willing or not willing to consider Success always leaves a track, and in the case of Strategic thinking, that track will be the way in which these people think about the world Are they open or closed to new ideas Do they think about the past or the future If so, how You ll nd that they re always looking for new ways to do things They are independent thinkers, but they don t stand alone See what other qualities you can nd, then begin emulating them, but in your own unique way Think in terms of what you re going to do differently rst, and then how you ll do it differently What always comes before how with Strategic thinking THE CONSCIOUS PATTERN OF ADVENTURISM
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