Know. Want. Care.

I don’t know how to change the oil in my car. I’m sure I could figure it out but I don’t actually want to know and don’t much care to learn. So the fact I don’t know how is irrelevant. You may not know how to fly a 747 jet but you may have the aptitude and even the interest to take the years of school and training required to learn. So the fact you don’t know is replaced by the desired to find out.

In my work, a manager may say to me; “I don’t know how to navigate all the different personalities on my team”, but she may add that she wants to learn. What’s important is not that she doesn’t know how, but that she has the desire to figure it out.

Do you know, want, or care?

We can read books and articles about the brave who have made bold moves in their lives. We are impressed by their fortitude but when relating it to something in our own lives, it may not seem so simple.

The three motivating factors for most of what we do in our lives is whether we know how to, want to, or care to. Simple to say, not always easy to do, but not knowing how to do something may not be the end result.

Mean what you want

A friend of mine recently shared a situation in his life where a relationship isn’t going so well. He is frustrated and says he doesn’t know how to change it. I asked him one simple question – do you want to find out how to change it? He said is isn’t sure. That may sound odd but it makes sense.

We get caught in situations and they become our comfort zone and we play out all the scenarios of what could happen if we made changes and we get stuck. So his desire to change it, is still unclear. The fact he doesn't know how, almost becomes irrelevant.

Discovering whether we want or care is critical.
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Kneale Mann | People + Priority = Profit

Detached From the Outcome

You really want the job. You are qualified, the phone screen call went well, you nailed the first interview, and waiting for the results of the second. You can hardly sleep. You know it’s yours. And then the call comes in – they made another choice, they picked someone else, you didn't get the gig.

Sure you’re upset, but is your desire for the position any different now because you didn't get it? On the surface, you may begin to poke holes in the company, how dare they be so stupid, they made the wrong choice, and actually you didn't want that job anyway, you’re way better off without it.

Attached to the outcome

The reasons you applied in the first place suddenly shift because of their decision. But if you look harder and ask yourself one deep honest question, you may understand something important. Are the reasons you went for it still valid?

This is hard work. We want what we want when we want it, but as you and I know, sometimes it doesn't go our way. The job, the relationship, the car loan, the fill in the blank. We go for it yet don’t get it. Do we keep going for it elsewhere or give up?

I have been writing on this site since 2008 with no need to know who reads the content. It's not for any other reason than to share my thoughts and write. I'm detached from the outcome. It has created some incredible personal and professional relationships along the way but it's still not the reason I'm here.

Keep making goals and dreams

If we are authentic and honest about what we want, the outcome may still go our way. In fact, most of the time it will. But it's hard not to try and force the result.

It’s much tougher with people we care about but no one can be told how to feel or what to do without their permission. So being secure in how we feel is detached from their response. It’s clearly easier said than done.

Something to think about the next time we wonder if the results are tied to our goals.
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Kneale Mann | People + Priority = Profit

aspire

Leading Your Culture Plan

Think back to your best bosses or beloved mentors. Did they remind you of all the doom and gloom? Was it their quest to constantly point out and highlight your flaws and shortcomings? Or did they steer you to focus on your strengths and talents?

Businesses, as with each of us, have plans in place to succeed. No one makes a habit of navigating their work into the proverbial rocks. Yet it happens.

It’s not that we make a plan; it’s that we may not even have the challenges facing in the direction. Whatever gets our attention gets our energy. We often see companies that are risk averse or investors who don't want to lose more money.

Mean What We Do

Imagine you’re at an amusement park enjoying a summer afternoon eating junk food, playing games and enjoying some rides with friends. Suddenly you hear a man yelling. As you get closer, you see he is actually screaming at his two young children. As you get closer still, you can make out what he’s saying; “Get on that ride and have fun!” What do you imagine is the kids reaction?

Having a plan that is flexible is essential. But often we can do what we think we need to do and remain stuck. As leaders, we can push our people to work harder without really knowing that we’re even working in the right direction. Activity and progress can get lost in our pursuit to improve. If our plan is flawed, changing the tactics may not help.

Are your best laid plans and your goals aligned?
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Kneale Mann | Leadership and Culture strategist, writer, speaker, executive coach engaging leaders, collaborative teams, and strong business results.

formspring

Challenging Your Best Laid Plans

If you have read any formal information about marketing, you know about the four P’s.
If you have been exposed to anything with regards to growing business, you have undoubtedly heard the phrase strategy before tactics. And if you have been in the workforce as either a stakeholder or someone who has direct reports, you may be familiar with the difference between a boss and a leader.

So with all the formal and informal training, seemingly endless information and learning why aren’t we living in a world of unlimited success and riches? Politicians are grappling with debt load, companies are making blind cuts in a quest to improve the bottom line and we can’t go anywhere without reading about the global economic crisis. Is it any wonder we have a collective pang in our stomachs most of the time?

Energy and Attention

Now think back to your best bosses or beloved mentors. Did they remind you of all the doom and gloom? Was it their quest to constantly point out and highlight your flaws and shortcomings? Or did they steer you to focus on your strengths and talents?

Businesses, as with each of us, have plans in place to succeed. No one makes a habit of navigating their work into the proverbial rocks. Yet we do it all day long. Our best laid plans may, in fact, be our biggest downfall. It’s not that we make a plan; it’s that we may not even have the challenges facing in the direction. Whatever gets our attention gets our energy. So if we build a plan to get out of a negative spot, our focus isn’t on positive footing but rather eroding foundation.

Mean What We Do

Imagine you’re at an amusement park enjoying a summer afternoon eating junk food, playing games and enjoying some rides. Suddenly you hear a man yelling. As you get closer, you see he is actually screaming at his two young children. As you get closer still, you can make out what he’s saying; “Get on that ride and have fun!” What do you imagine is the kids reaction?

Having a plan that is flexible is essential. But often we can do what we think we need to do and remain stuck. As leaders, we can push our people to work harder without really knowing that we’re even working in the right direction. Activity and progress can get lost in our pursuit to improve. If our plan is flawed, changing the tactics may not help.

Are your best laid plans aligned with what you want to accomplish?

Kneale Mann

image credit: architecture411