Fostering an Effective Relationship with my Boss, through Option Solving

 Not so long ago I was discussing the working relationship between a senior executive and his CEO boss. They had only been working a matter of months together and now the realities of their partnership and differences in style were coming more to light. The senior executive realized he was going to have to make some adjustments, in order for the relationship to develop in a positive way.

When I enquired about some of the considerations related to this important matter, he came up with such points as: Need to effect necessary company changes; keep the company growing; retain his CEO’s confidence. From these primary thoughts, the senior executive was able to pose an effective question to begin framing his intuitive thoughts. This ended up as, “What is my best option for fostering a good working relationship with my CEO, considering the need to effect necessary company changes, keep the company growing, and retain his confidence?

From this he was able to create some useful “bookends” (see latest example). Bookends are important in option solving, since, not only do they considerably help frame the issues for the intuitive mind to work at its best, but they spur our intuitive mind to be at its most creative (depending on the quality of the bookends of course).

He was now positioned to come up with some good alternative options, such as: Move some things forward on my own (check in afterward): Postpone responses to him (wherever possible) for 12-24hrs and re-engage with more empathetic responses: more in latest example. Once he decided his most favorable option, he moved ahead. Now things seem to be in better working order with the need to build upon that over time.

 Thanks Option Solving. (NOTE: Next posting in 2 weeks: Owing to the time of year, it is a good time to review career choices through Option Solving again; especially for students. Make your COMMENTS or go to peter @ileadershipsolutions.com to connect with the author.)

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Communicating with a Unified Corporate Image, Through Option Solving

Recently I was working with a group of executives who were struggling with the issue of developing a unified corporate image. When I suggested some time to consider all their options, they were intrigued. Their level of intrigue went up even higher when I suggested a more comprehensive framework for such an exercise: rather than pursue it in an adhoc manner.

When I asked them about some of the issues related to this important topic, they came up with ideas such as:  Emotional attachment to existing image; multiple documents with multiple authors; having local identity/brand recognition; …until they had listed nine in all. By polling them individually (important in option solving), they highlighted the four most important. These included the “local identity/brand recognition” item but also: Fear of passing judgment on others; Relaunch of the corporate name; and Consistency of message. From these they were able to frame the right question (see latest example). You will also see the unlikely option “bookends” they chose, as well as one or two of their more viable options.

The most important realization they came to was; when they were allowed to utilize their intuitive intelligence (as encouraged by the exercise of Option Solving) the best solution emerged relatively easily. Why was this? Now we know it’s because our intuitive intelligence is very powerful: collectively it’s even more so. Given the right environment, it can be especially creative and consequently reveal possibilities not normally considered. And so their collective solution came forth without too much difficulty. Even more encouraging, was the fact that everyone more or less bought into it because they were consulted and involved in the decision. These are some of the true benefits of Option Solving.

 Thanks Option Solving. (NOTE: Next posting in 2 weeks: Best way to get along with my boss, through Option Solving. Make your COMMENTS or go to peter @ileadershipsolutions.com to connect with the author.)