http://www.washingtonlife.com/2010/01/15/get-out-give-back-how-to-make-a-charitable-resolution/
Hi Tommy,
You are officially quoted in the Washington Life Magazine - the online version. If you go to the homepage, www.washingtonlife.com, and click on "Lifestyles", you'll see that they added a Get Out and Give Back link. I just found that out yesterday via an email from the editor!
Cheers,
Jane
Jane Hess Collins
Founder, Get Out and Give Back
Connect. Contribute. Create a legacy.
Inspiring people to contribute
through coaching/speaking/writing
Share your volunteer stories at
http://www.getoutandgiveback.com
Monday, January 18, 2010
Monday, January 11, 2010
Clear View - Perspective
Jan 2010
Welcome to the First Edition of Clear View. Clear View will be a regular commentary from me about all things Strategic that I see from my practice of Strategic Operating Plans and LifePlans
Let’s get grounded with a few definitions. As a founder trained and certified Paterson Associate, we learn strategy is ‘managing tomorrow, today’ and operating is ‘managing today, today’. A successful strategy requires both a clear sense of where we are going and the actions necessary to get us there. The more I practice the Tom Paterson Strategic Plan Process™, the more it is reinforced there are no neutral decisions. Every decision everyone is making in the organization moves us closer to or further away from our envisioned destiny.
It all begins with perspective. Another definition: ‘Perspective is the clear, undeterred truth of where we are today and how we arrived here.’ There is no plan without perspective. I know that is a strong statement but it is a statement grounded in truth. We gain perspective by completely understanding our present reality. Often I will have prospective clients tell me where they want to take their organization. I’ll ask them “How do you know? What process did you use to eliminate distraction, personal bias, and other possibilities that may distort our truth?”
An example from a Paterson associate; As each hour of a Strategic Operating Plan went on, my friend could see the owner becoming less inviting of others points of view. Slowly he could feel them shutting down to the point it was basically a dialogue between he and the owner. This continued into the second day. The morning of the third and final day, my friend met the owner for an early breakfast. He shared his observations to which the owner quickly confessed. He struggled with the changes of the company, direction, and the needs of employees for freedom and trust. Wisely, my friend suggested that the owner share his thoughts and fears with the rest of the team. He did and the plan came together beautifully.
As we enter the New Year, where do you need organizational clarity? Need assistance?…Let’s talk. Tommy
Welcome to the First Edition of Clear View. Clear View will be a regular commentary from me about all things Strategic that I see from my practice of Strategic Operating Plans and LifePlans
Let’s get grounded with a few definitions. As a founder trained and certified Paterson Associate, we learn strategy is ‘managing tomorrow, today’ and operating is ‘managing today, today’. A successful strategy requires both a clear sense of where we are going and the actions necessary to get us there. The more I practice the Tom Paterson Strategic Plan Process™, the more it is reinforced there are no neutral decisions. Every decision everyone is making in the organization moves us closer to or further away from our envisioned destiny.
It all begins with perspective. Another definition: ‘Perspective is the clear, undeterred truth of where we are today and how we arrived here.’ There is no plan without perspective. I know that is a strong statement but it is a statement grounded in truth. We gain perspective by completely understanding our present reality. Often I will have prospective clients tell me where they want to take their organization. I’ll ask them “How do you know? What process did you use to eliminate distraction, personal bias, and other possibilities that may distort our truth?”
An example from a Paterson associate; As each hour of a Strategic Operating Plan went on, my friend could see the owner becoming less inviting of others points of view. Slowly he could feel them shutting down to the point it was basically a dialogue between he and the owner. This continued into the second day. The morning of the third and final day, my friend met the owner for an early breakfast. He shared his observations to which the owner quickly confessed. He struggled with the changes of the company, direction, and the needs of employees for freedom and trust. Wisely, my friend suggested that the owner share his thoughts and fears with the rest of the team. He did and the plan came together beautifully.
As we enter the New Year, where do you need organizational clarity? Need assistance?…Let’s talk. Tommy
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