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Riding the Current Blog

The Future of Education Eliminates the Classroom, Because the World Is Your Class

Whenever I teach,blog image I see my job as creating learning moments for the students. That’s why when someone asks a question, I relish the opportunity to explore the answer with the class. It is a learning moment. In fact, I often tell the class, “Thanks for the learning moment. It means that my time and yours is not being wasted.” When curiosity sparks a question, it does indeed mean that the mind is engaged and ready to discover something new.

In her article, Marina Gorbis talks about the ‘learning moment.’ She describes a different kind of learning moment, yet it begins with a question, too. As she describes it, you’re in a group, the question comes up, and there is a argument about the answer. Today, you don’t have to stop with that. Instead you pull out your smart phone and check Wikipedia. Together you explore the answer provided there. It’s a learning moment. She calls this ‘socialstructed’ learning. What a great word. It’s in the moment, stimulated by curiosity (the great instigator of learning), fed by a vast source of information, and integrated into our thinking through conversation. Talk about a learning moment!

The article continues with exploring other new ways in which learning can be augmented by technology – especially when we begin to see new ways to use the technology instead of as a substitution to the ‘lecture.’

This is a stimulating read but it doesn’t go far enough. I came away with many questions such as how do you attract people to recognize this learning opportunity and to embrace it for a richer life? Wait a minute. I think that is her question, too! Check it out here

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Mindsets for the Future: Storyevolution for Your Business Leadership

Venice marketOn May 3, I am giving myself a birthday present a month early – a most remarkable gift, too. I will have the opportunity to work with four people – Limor Shiponi, Karen Dietz, David Hutchens, and Denise Lee. Each of them has inspired me in my work. Why? Each of them has a specialty that puts them at the top of their game, and each understands how story is the new mindset for the future.

But there is more. We have been working together virtually for some time now to create a conference for you that will feel like a retreat. No disjointed speeches leading to the next disjointed activity as each speaker works his or her own agenda. Rather each of us has the same agenda in mind so that you will experience a smooth, seamless unity in the day’s activities. No speakers on the stage who slip out rather than get into conversation with you. Rather each of us will remain accessible to you throughout the day. And we will give you time to exchange ideas with each other and with us.

Business leaders need new approaches to think through today’s challenges. They need time to explore those challenges through new lenses with experts who also know business because they are in business themselves. Limor, Karen, David, Denise will be there for you.

For those of you who have read my blog for some time and don’t see a link to Riding the Current, I can only say that learning and discovering new knowledge is also about being with the right people. And this team is made up of the right people, and you will complete the circle. I plan on learning every moment of this day. I hope to see you there so that we can learn together.

I called this a retreat, but I hope you will shift your mindset and think of it as a feast. If this sounds enticing, I suggest you register right now here.

 

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Dennis R. Rader RIP

Sometimes you meet someone and right away see their value. I was lucky to have seen immediately the amazing qualities that Dennis R. Rader brought to this world. He was one of the most creative individuals I have ever known. He could come up with ideas that turned the world upside down. And he did so gently. His books Hogs on Ice and The Little Green Jeep in the World of the Red Queen were a joy to read – and view visually. His latest book, Learning Redefined: Changing the Images that Guide the Process, has not been published yet. I had the privilege of reading an advanced copy and found it to be a lovely blend of his humorous and serious writing. I hope the book makes it to the public.

Dennis was a co-author to this blog and contributed five blog entries. You can find them by searching on Rader.

Dennis was a friend. We talked about learning with equal enthusiasm. For me, it was wonderful to have such a companion. We are/were both very interested in the topic. He understood what I was saying almost before I said it. I shall miss the conversations that could have been. I shall miss Dennis.

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A First Impression is Just Not Enough

I visited China for the first time last week. My first impression came when I landed in Hong Kong. I found myself in an airport that has some of the largest interior spaces I have ever experienced. But the real impression came from the numbers of people who were walking through the airport. There were thousands of people within a quick glance. Now, I had arrived during Spring Festival, a time when traveling to family is done by practically everyone – creating the largest human migration in all history with over a billion people traveling from one place to another in China. It took only moments to know that China has a lot of people.

A few days after I arrived, my colleagues and I were invited to the home of one of the people we were working with. It was a most gracious offer. We were invited to join he and his family for dinner. What we didn’t know in advance was that they planned cooking a traditional meal of dumplings that we were going to be taught how to make. When we arrived, his father-in-law was making dumplings. First rolling the dough into perfect circles, filling them with one of two fillings, and crimping the edges to form perfect dumplings. Then, it was our turn. We picked up the circles of dough and clumsily filled and crimped the edges to form not-so-perfect dumplings. Regardless of the quality, we were congratulated and encouraged to make another one.

With this gift of welcome and incorporation into the family, I was seeing a very different China. Populous as it is, the family took time to spend an evening with three strangers and make them feel completely welcome and pure enjoyment.

Many times I have said that I have time for only an overview. An overview would never have given the intimate connection and understanding that one small family had to offer.

How often when we visit a new place or try a new activity or review a new concept do we take the first impression and consider it the full impression? Do we purposely seek opportunities to look at different levels of granularity or are we satisfied with only an overview?

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Finding Fresh in the Familiar

Few things mark the passing of the year as the intense holiday activities of the last two months. But to help me focus on the Christmas season, I have begun using an Advent calendar. Ours is a wooden one that stands about two feet high, shaped like a Christmas tree. It has 24 little doors that invite you to open them by number. Each year, I put the tiny objects that I have collected over the years – from a tiny porcelain frog to a wooden angel – into each little box behind the doors. I don’t try to think about what goes behind each door. I just load up the boxes, close the doors, and wait for the day when we can begin opening them one at a time.

It is day 16 today, and what I have discovered is that I am now curious about what is behind the next door and anxious to find some favorite items. Today, we were pleasured with the appearance of my favorite duck. That duck is an excellent miniature made as a toy somewhere in Europe. It is so perfect, upright as if it is seeking the little ducklings that hide behind yet another door. When this happened this morning, I realized the power of the Advent calendar. It helps in the waiting for the holiday and reinforces what it means to discover the familiar again and again.

I hope that in your holiday musings, you discover again the joy of meeting the familiar as if it were absolutely fresh and new.

How might you refresh the all too familiar things in your work?

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Unexpected Insights

Looking is not the same as seeing. When you are prepared to see, even ancient things can spark new insights. I’m going to tell you a story about a journey, and I’m hoping that you will see even though you may not have been there to look.

There is a famous labyrinth in the cathedral in Chartres, France. I’m sure you’ve seen an image of it even if you didn’t know it was from that cathedral. It is quite common.  

Beginning the journey to see the Labyrinth

A couple of weeks ago, I had the pleasure of being in Chartres for a meeting. It was my first visit to that little city about an hour’s train ride south of Paris. I was looking forward to the meeting as I was going to present with a colleague a new idea called Appreciative Listening. I was also looking forward to seeing the famous labyrinth of the Chartres Cathedral. A tour of the cathedral was arranged and had just begun when I arrived. I quickly parked my suitcase and joined the group. I really couldn’t wait to see the labyrinth.

The guide spent a goodly amount of time introducing us to the cathedral and the remarkable sculptures around the main entrance. I remained calm as I knew shortly we would enter the cathedral, and I would be able to see the labyrinth. I was right. After about 15 or 20 minutes of talking, we slowly entered the interior through double doors – that is two doors one after the other.

It was dim inside after the bright afternoon sun, but our eyes adjusted quickly. The interior of the cathedral is enormous, and sounds were bouncing off every surface creating a cacophony of voices and footfalls. We were given devices that allowed the guide to talk in a normal voice, and we could hear her in our earphones. It was impressive to see how such simple technology made the difference between catching a word or two of shouted explanations and hearing it calmly delivered in a normal tone of voice. With this, we began to explore the interior.

Where was the labyrinth? I knew it was a pattern in the floor, but was it on the main level? I saw no opening large enough to embrace the size the labyrinth could be. Was it in a lower level that we would walk to? There was no sign that we were going to be invited into the crypt.

Then, as we walked up the center aisle, we learned that we were walking through the entrance of the labyrinth. I looked at my feet, and there was a distinct pattern in the floor stones that distinguished itself from the rest of the floor. The labyrinth was covered with chairs!

Turning disappointment to action

 I tried to be resigned as I realized that I would not see the whole extent of the labyrinth. And the amount I would see was not sufficient to appreciate it at all. My disappointment was reflected in comments from others.The group eventually decided to seek permission to see the labyrinth. Two days later, on our last day of meetings, we were given the news. We would be permitted to view the labyrinth if we would assist in removing and then replacing the chairs that normally stood there. We all agreed with enthusiasm and walked over to the cathedral at the appointed hour.

Entering the cathedral, we dutifully waited until the time, and began to remove the chairs. This was not as simple as I thought it would be. The chairs were wooden and attached together in rows of 6 to 8 chairs. It took 2 or 3 people to move each set. We were a group of about 30, and we began the task of removing the chairs and placing them on the borders of the area, thus, exposing the labyrinth. And slowly, slowly, the pattern on the floor emerged.

Seeing the labyrinth and finding the unexpected

When it was fully clear, the enormity of the labyrinth was exposed. Without even stepping onto it, the labyrinth took my breath away. I could not immediately begin walking the path outlined by the labyrinth. I had to spend time with the whole image, with the image of the stones that were so well worn after centuries of traffic, with the colors of the stones, and finally with the strength that seemed to pour out of those stones. 

For anyone who has visited cathedrals in Europe, you know that each has its distinctions. When I visited the cathedral in Milan, Italy, my attention was immediately drawn to the floor made of different colored marbles set in distinctive patterns. It was precise and magnificently beautiful. (Notice, how I am drawn to the stones on which I walk. I’ve always been that way.

But the stones of the cathedral in Chartres were not magnificently beautiful. They were magnificently strong. They spoke of the weight they carried, of the cathedral, of those who walked on them and of the weight they carried of themselves. They didn’t speak of beauty. They didn’t speak of adornment. They spoke of supporting. They spoke of giving foundation. They spoke of safety.

As I remember this moment of discovery, I am still touched by the sacrifice of those stones to stand securely under my feet, silently offering a path of discovery. Can you feel it?

Who has been a foundation stone in your career? What made them so?

When have you had an experience where discovering a lesson required being there? Have you ever tried to pass the lesson on to someone else? How did it go? 

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4 Executive Strategies for Keeping Current

“You must know what is important and what is not,” begins Linda Hollander. Now, if you think that is just the obvious response to any question, keep reading. Linda Hollander, is CEO of Wealthy Bag Lady, founder of Women’s Small Business Expo, and author of Bags to Riches. When you talk with Linda, you know that you are talking to someone who has a lot of experience and has thought things through. Her advice is sound and grounded.

The topic was how to assure that you are getting the right information to do your job and not become overwhelmed with all that is out there. Linda takes it from the executive perspective – for herself and for her staff. (Yes, executives must keep themselves current as much if not more than others.)

1. Make a careful selection of the topics you really need. That means thinking about your business and what information will alert you to trends in your industry, what the competition is doing, and new possibilities for the business. This is the first and the most important step to do. Like any journey, if you start in the wrong direction, you won’t ever get to your destination. The topics also need to be focused. For example, two of Linda’s topics are women in business and women corporate sponsors. She narrows in to her target market to track what is happening.

2. Get your information in bite-sized pieces with links for more. Time is just too precious, and as executive, you need to see the broad brush strokes of what is happening. Then, when you see something of particular value, zero in and use the extra time to get the details. The broad brush look gives you the general picture from which a great deal can be attained, but every now and then, there is something that demands a closer look. Linda uses Google Alerts to do the work of finding and reporting the information to her in small bite-sized pieces with links for more. She still reads books and magazines, but the daily view comes through the alerts.

3. Keep staff enrolled in your vision. Linda is clear and says, “You must give clear expectations of goals, vision to your staff. Every time I meet with them, I explain it again, because keeping them enrolled in my vision is all about their empowerment.” She uses every meeting along with daily emails and conversation by phone for those at a distance.

4. Assemble four teams to assure knowledge is available and flowing. Linda defines four teams that each executive should have ready. (a) The mentor team – those people who are models for success to whom you aspire. (b) The ‘you-can-do-it’ team – family and friends who can give you reminders when you need them. (c) The investor team – your banker, corporate sponsors, and individuals. (d) The professional team – your attorney, accountant, business coach, and consultant.

Great advice from a great CEO who knows it takes a whole strategy to have the information and knowledge you need to run a successful business – or career.

Have you identified the important topics that you must review each and every day? What techniques do you use to peruse these topics that save time as you do so? If you’re in business, what’s your strategy for keeping your staff up to date?

 

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A CEO Who Keeps a Sharp Focus While Scanning the Field

If you’ve heard of Martha Stewart (who hasn’t), then it’s time to hear about Debbie Sardone. If Martha is the home decorating expert, Debbie is the housecleaning expert.

Debbie is co-owner of The Clean Team Catalog and the not-for-profit, Cleaning For A Reason which just passed the $3,000,000 mark of cleaning services given freely to women who are battling cancer (check out this video as shown on Oprah). Debbie is the author of Barternomics (everything you want to know about bartering for what you need). She is a speaker on such topics as “The Death of Perfection” and “The Sassy, Sensational Leader Within.” And she is the housecleaning expert.

Debbie Sardone is also a lifelong learner. She says, “I love learning!! I am always trying to learn and grow.” Just as she has honed the process of house cleaning, she has honed her process for keeping fresh knowledge flowing into her work. You’ve heard me talk about the benefits of focus and boundaries. Debbie understands them and focuses on seeking information to satisfy her customers’ needs and enhance her business.  “I read two favorite magazines consistently: Success Magazine, and Entrepreneur Magazine. I also check out Entrepreneur.com for articles and ideas. I go there first when I have a business issue.” Debbie is always buying books recommended in the book summaries from Success magazine, too. “I either read them or listen to them in audio form when I’m working out or traveling,” she says, “and I highlight and underline in my books, too.”

Debbie also keeps her goals for learning as she scans widely – even as she listens to the radio on her way to the office. As she explains it, “I study other businesses. I am constantly in search of other models for doing business. When I find one that is interesting and doing well, I check their websites to see their framework, their solutions. I want to see how these other firms have solved the problems I’m having or how they successfully used an idea I want to bring into my business. For example, I heard about a company on the radio this morning that offered a guarantee that really had me excited about a new way to attract customers. I couldn’t do exactly the same thing, but I am thinking about it to see what could be useful to my business. For example, I want to find out what requirements they use for the guarantee. Do their requirements spark any ideas for my business?   “Over the years I’ve studied other maid service websites to get ideas for my cleaning business, and when I started my non-profit for women with cancer I carefully reviewed the most popular cancer sites for ideas on content, layout, and inspiration.  I study success stories and add my own creativity rather than re-invent the wheel.” said Debbie Sardone during a recent interview.

In this blog I have talked about the insights gained from looking at work from another discipline, Debbie does it from another industry. “If I were to look only at my competition, it would not be the same. The competition has the same limitations they put on themselves. I want to study business from other industries to discover new ways of thinking about my own business and find, unexpected, an idea that just makes me want to ‘slap’ myself on the side of my head for its obviousness.” That’s scanning the field while keeping a sharp focus.

How do you maintain focus while scanning the field for another perspective?   “My focus comes from never forgetting who my customer is and what my mission is.  Everything else is up for grabs.  Things change, methods and approach will vary, but staying true to who your real customer is, and your core mission, is the only way to stay focused during changing times.”  Said Debbie.

So, how do you maintain focus while scanning the field for another perspective?

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Boundaries Provide the Edge Once Again

Did you know that your willpower can run out? I don’t mean that you don’t have enough willpower, I mean that when you apply it, there is not an infinite supply to draw upon even if you are committed. That is, if you are ‘committed’ to too many things.  

In the October issue, Wired magazine reported on psychological research that suggests that there is a finite supply of willpower on which we draw. So, if you are determined to do one activity that demands willpower, don’t try to do a whole list of other activities that also demand willpower. As Wired says in that most familiar phrase, “Don’t spread yourself too thin.” Pick and choose where you will employ willpower.

If you read this blog (or my book), you know that I believe in setting boundaries when it comes to what you will keep current – that those boundaries actually give you freedom rather than restraint. Needless to say, I found Wired’s little article (it’s less than a page) exciting. Focus is not only important, it releases the need to constantly dip into the well of willpower.

What it is also suggesting is that if you are trying to change a habit, lose weight, exercise more, stop trying to do it all and select what is most important. If you are trying to read every paper published, every Tweet, attend every gathering, check every email, stop. Choose the most important topics for you at this time, and then select from all the sources that come at you for only those that are most important. You may still have to do some juggling, but you’ll have more energy to do so. And when you decide to further adjust, you’ll have the willpower to do it.

Or, you can chose to do some things with someone else so that you can ‘borrow’ some willpower from them. I have a book club where we each read a different book and report to the rest of the group about the book. In short periods of time, we all have the main messages of several books, and we don’t have to waste our willpower trying to find time to read them all.

I have often thought that the resource in shortest supply is time, yet this little article shows that we can create another shortage if we don’t think about where we must apply ourselves.

What do you do that requires the greatest willpower? What can you do to eliminate a tough choice or harness the will of another? Let’s create a list of options that everyone can use.

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Who defines leadership?

Can anyone define what a leader is? You don’t have to depend on an expert to validate your understanding.

Last week, I had the pleasure of facilitating a retreat for 56 women executives in a program called WE Lead put on by the Cincinnati Regional Chamber. It’s the fourth year I have been asked to do so, and it is a great honor. The retreat is all about leadership.

My friend and colleague, Karen Dietz, and I always begin the retreat asking the participants to share stories about great leaders they have had the pleasure of working with and stories of times when they felt themselves performing as leaders. We ask them to work with one other person and give them lots of time to explore these questions. After this sharing of stories, we ask the entire group to identify the characteristics of leaders they discovered in their stories. Quickly and with ease, they shout out the characteristics they saw – integrity, envisioning, commitment, consideration of the larger picture, helping staff become their best, fair. The listing went on for some time until the group felt they had written down all the characteristics they had seen in their stories.

This kind of activity is always fun for a facilitator. The questions are generative in nature and affirming of the individuals. The list of qualities is always robust and sufficient for describing what truly makes a leader “stand out from the crowd.” For the first time, they asked me if these characteristics were the right ones. Well, I knew the bios of each woman in that group. They were all individuals who had achieved greatness in leadership. Yet, why did they want to hear that their characteristics were right?

I knew that they had the answer, but how often do we ask experts to tell us something we already know? From experience, I know that it requires the right question to draw up the knowledge, but even then, there is the desire to have your knowledge affirmed. In this case, the women executives were defining what leadership was for them and wanted to make sure they had done it well. Yet, each woman in that room was a leader. Whatever she discovered through her stories were characteristic of leadership were indeed correct. They were coming from their own experiences.

What they saw was that the list didn’t look exactly what management books say about leadership. There are those management books that talk about leadership that resembled more their list of characteristics. But the characteristics of the ‘strong leader’ who brings the solution, the vision, the drive, the motivation to make things happen wasn’t strongly represented in the list. I don’t want to suggest that the results of these 56 women were conclusive about women’s leadership styles and preferences. But, for that group, in that room, their list was the representation of leadership for them. And it obviously was effective as every woman in that room had achieved success in their career. What they had listed was sufficient for them. The items on their list were effective for them.

What I can conclude is that if you are a leader and know what you bring to the table that allows you to be effective, then that is sufficient for defining leadership for you. You don’t have to depend on an expert to validate your understanding.

We are all capable of learning from our own experiences if we take time to reflect on the experiences. We are all able to learn from reading about the experience, but what we read or hear should never override our own experience. If it is different, we need to take a moment and explore why it is different, but never should we assume that our own discoveries from our experience are less than the expert’s.

What have you learned from reflections of your own experience? Do you feel the need to have it validated?

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  • About Madelyn Blair, Ph.D.

    Madelyn is known for her energy and clarity of message. She is an authority in management and leadership issues, in the use of story and narrative in organizational settings, knowledge management, organizational learning, and in the critical area of overcoming information overload. She draws from over 25 years in management and executive positions, and from her extensive work with clients such as the International Monetary Fund, and Brookings Institute... Learn More

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