Like core values, other people are a key driver of deeper clarity at work. It might seem weird, and even a bit transactional, to describe people in this way but let
me explain what I mean.
I do a lot of work with founders and leaders of rapidly growing businesses and one of the things we work on a lot is establishing what I call a connectwork, by which I mean a group of people outside their work or business who they trust to check in with about their business.
Indeed one of the first articles I wrote for founders a few years ago was called "Only Connect" and dealt with this very issue. In it, I wrote, "All the evidence shows that we need other people to help us navigate the ups and downs of any work..." This isn't just true for founders, it's true for everyone as they try and get clarity at work.
"Should I take up this opportunity?", "Would it be wise to change course?", "How do I deal with this colleague or tricky team dynamic?", "Why is this situation bothering me so much?", "What's the right thing to do here?", "What needs to change?"
Sometimes, thinking about these sorts of questions can feel like chasing our thoughts round and round a dark, locked room - it's pretty much impossible to escape our own limited perspective. The people in your connectwork are key to opening a window into - and a door out of - that locked room, bringing in
light, air and fresh views and perspectives.
What kind of people should be in your connectwork? Choose people outside your immediate work context who you trust to listen well and to tell you the truth, to offer challenge without judgement, to encourage boldness when that's needed as well as caution when you're being reckless. Finally, make sure your connectwork includes people who want to see you succeed without breaking contract
with yourself and will offer accountability when you're straying from your core values (see above!).
For many of us, those people will naturally include our family and those closest to us but I also suggest
adding a few people with a little less skin the game - perhaps friends, looser contacts, ex-clients and ex-colleagues or other collaborators - who are onside but outside, who can provide insight with a bit more distance. Think about people who think differently from you, who'll ask you basic but also bold questions, who will point out your blind spots but also your bright spots***.
Of course, this kind of support, challenge, insight and accountability are available from a good business
coach; my own coach, the brilliant Kristen Walker, is an invaluable part of my connectwork, but a connectwork is about perspective so should be broader than one person and include people who are unpaid; where you can, keep it mutual.
A few questions it might be helpful to ask yourself:
"Who's currently in my connectwork besides my nearest and dearest? Who (if anyone) might it be good to add?"
"Who can I trust to give me the kind of support and accountability, challenge and encouragement especially on the thornier challenges
and more complex opportunities I face at work?
"To whom am I providing all of the above?”
Answers on a postcard...I look forward to hearing from you.
I'll
be in touch again soon to share more ideas for deeper clarity at work. In the meantime, wishing you a clearer week ahead.
As ever,
Ranti
* - I've not yet read this so please share your thoughts if you have.
** - Three of the four pillars for my business; the fourth is progress.
*** - Bright spots are the things that you, your team or your business do particularly well but generally don't notice or leverage enough. They’re often best spotted by someone with an outside perspective (e.g. a client, customer, collaborator or coach) . Brightspotting is one of the best and most impactful parts of
the work I do with my clients. This article by Dan Heath tells you a bit more.
