What can we do to woo someone our way: using Option Solving?

Posted on April 27, 2012 by Peter Arthur-Smith

Following an introduction to a possible future executive by another professional, a friend sat down to prepare for his first face-to-face meeting with John following a brief introductory phone call. Bringing John aboard would be a real ‘coup’ for my friend’s organization, so he was open to consider his options prior to any meeting.

By going to our Latest example, you can see the steps that my friend followed to develop a range of options. These included:

Step 1: Start formulating an appropriate question.

Step 2: Complete this question by clarifying the key considerations.

Step 3: Create two extreme edge “bookends” from this comprehensive question that frame future options and challenge our intuition to create plausible options.

Step 4: Create at least 5-6 plausible options.

Step 5: Allow for some “emotional distancing” so that our intuition can make an optimum choice.

Step 6: Make the choice and then either ‘Peel the Onion’ or consider ‘Next Steps” relative to the final choice.

My friend was now better prepared for his face-to-face meeting and next time we will learn about the outcome and how he had to ‘Peel the Onion’ on his choice, in order to progress things further.

If you have an example of your own, please share it with this blogger, through the COMMENTS area.  Thanks Option Solving. (NOTE: Next posting in 2 weeks: “‘Peeling the Onion’ on this week’s choice.”  Let’s have your COMMENTS or go to peter@ileadershipsolutions.com to connect with the blogger.)

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Recruiting Celebrities through Option Solving

Posted on March 26, 2010 by Peter Arthur-Smith

Recruiting the right people is never easy, especially if you’ve been challenged with the task many times because – the more you do it, the more challenging you realize it is and the more luck you know you will need. In this instance, I am thinking about a recent option solving exercise with a successful professional, who is thinking about starting a non-profit. He has secured the necessary legal requirements, so his breakthrough challenge was how to recruit the necessary celebrities he would need to get his long dreamed about project off the ground.

We spent a good deal of time formulating the question. In fact, to get our intuitive juices flowing, which would assist us with the necessary creativity, we started out listing down some of the issues associated with his celebrity recruiting challenge (see the “Smart Decisions” book): such as,  picking people who have access to celebrities, the time factor involved,  who has spheres of influence, and so on. With these in mind, he was able to begin putting together an appropriate question, like “What is my best alternative in gaining access to celebrities, through picking people with the right spheres of influence (who have access to celebrities), so that I can recruit the right celebrities in the shortest possible time?”

Once the question was established, he was challenged to come up with the two bookends: potential options but were quite untenable to him; like, at one end, “Happenstance contact” or at the other end, “Secure Oprah Winfrey to help.”

With these in place, his intuitive mind was provoked into high gear because of the question and the bookends challenged him to think of options that were more realistic. He came up with seven viable options, as opposed to the two or three we typically dredge up, when faced with a similar situation. And then he chose what he thought will his optimum option one after some “emotional distancing” (see the book). Believe you me; with the choice that he picked, he is likely to be way more successful in recruiting his desired celebrities. Thanks Option Solving. (NOTE: Next posting in 2 weeks: Getting meetings without alienating people, through Option Solving. Make your COMMENTS to connect with the author. )

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  • Six Principles of Option Solving

    1. Ask the right contextual question and frame the possibilities through bookends
    2. Be imaginitive and think "Out of the Box"
    3. Avoid asking "how, why, when or where" until the best option is identified
    4. Avoid excluding any option until all options have emerged
    5. Allow participants to support a less than conclusiv option
    6. Accept hunches or gut feelings