Early in our marriage while we were living and working in Houston, my husband and I took a trip to Cozumel, Mexico. Accustomed to the murky, muddy waters of Louisiana, I was excited to have the chance to swim in clear water. After snorkeling at Chankanaab National Park, I emerged from the water disappointed: What's the big deal? I didn't see that much exciting stuff. Years later, when my near-sighted self and I finally got prescription lenses for my dive mask, I made a discovery: I needed to have different lenses.
We need lenses that can help us see purpose.
As a coach working with a leader whose organization was brimming with activity and vitality, my challenge was to help her and her team clarify, in words, what purpose that social sector organization served in the world. The organization needed clarity of purpose not only for internal management and decision-making, but also to interpret the value of their impact to potential donors whom they enlist to join their efforts.
Together with the leader and her leadership team, we leaned into the inspiration and experience of Roy Spence, who with Haley Rushing wrote It's Not What You Sell, It's What You Stand For.* Working a process, we used lenses focused on the genesis of the organization and its history. We used lenses focused on the organization's major initiatives and the who's and what's of the impacts they were generating. Using an aerial lens, we synthesized our findings and clarified that organization's purpose. Now? That organization's purpose statement has created a rising tide. Their purpose ignites passion. Their purpose provides clarity that drives decision-making and priorities. Their purpose has equipped them to attract more resources. Their purpose explains the unexplainable so they can amplify their impact. Muddy waters? Pull out an assortment of lenses and look carefully.
We need lenses that can help us see opportunity.
Sometimes, we need lenses that can help us see the opportunities in the midst of a challenge. One client, a star performer, felt discontent in her role. Her frustrations with aspects of her organization were draining her. Intentionally taking on the lens of opportunity, she looked for what she could control in the situation and focused her efforts there. Doing so, she doubled down on those areas where she could have impact, as a manager and as a person who led from her position to help her organization execute on its mission. Using the lens of talent, she focused on what she uniquely could contribute in her existing role, and she focused on the talent of the staff who report to her. Giving her talents what they needed to be energized, firing up the talents of her team, she has brought influence to the organization and expanded her impact. In the process, she found her groove. Difficulty to opportunity? We must have eyes to see.
We need lenses that help us see what is right about people.
Too loud. Not talkative enough. Always negative. A taskmaster. Overly emotional. Shy. Superficial. A loner. A packrat. Stuck in the past. A dreamer.
We hear these kinds of things said about our colleagues. And our family members. Maybe we even say them. How powerful it is to take on lenses to see the talent that is beneath the behavior, because in seeing the person through a lens of talent, we see the person's power and potential. Two colleagues who had worked with each other for over ten years each had great respect for the other, but also frustrations. Always negative, said the first about the second. Overly positive, said the second about the first. Learning about their own talents and the talents of their team, they realized they were looking at each other through the biases of their own lenses. The one who loved encouragement and positive reinforcement found the other one negative. The negative one, who was naturally cautious and prone to identify problems, saw the other person as overly optimistic. Each came to an appreciation of the other: the positive nature of one individual created energy and enthusiasm that influenced the team's collaboration and performance, while the cautious nature of the other individual helped the team identify problems and potential obstacles, a vitally necessary function for optimal team performance. Looking at each other through the lens of talents, they saw each other differently. They learned that their differences are a source of strength for their collaboration, and they intentionally leverage those differences as they collaborate. Annoying person? Look to see him or her differently.
As a coach, I help people gain clarity so they can be their best and give their best. If your view feels unclear, if the water seems murky, or if you haven't found a way to change the lenses, give me a holler. I will be happy to either help you find those new lenses or to connect you with someone who can.
*I am eager to hear Roy Spence in Omaha, Nebraska, later this month, as I gather with colleagues from around the world at the inaugural CliftonStrengths Summit.
In Tahiti for our anniversary earlier this summer.
When we snorkled, I could see clearly.
Do you have unused or outdated eyeglasses lying around the house? Please consider donating them to the Lions Club so you can give the gift of clearer vision to someone in need. In the United States, collection boxes are located in many Walmart stores.
For more information on Gallup's approach to Strengths, or to take the Clifton StrengthsFinder™ online, go to https://www.gallupstrengthscenter.com/
