Ep 118: Kerry-Ann T Powell ~ The Power of Multi-Layered Strategic Thinking

Transcript

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Truth and Transcendence, brought to you by BeingSpace with Catherine Llewellyn.

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Truth and Transcendence, episode 118, with special guest Keri-Ann T Powell.

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Now, if you don't know Keri-Ann, she's a global business strategist, speaker and champion of small and medium-sized businesses.

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Keri-ann has very varied experience, including over 20 years as a Washington DC attorney, lobbyist and fundraiser, and this positions her as an authority on what it takes to strategically succeed while confronting difficult obstacles.

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After raising $120 million to build the Martin Luther King Jr Memorial, keri-ann launched her strategic business and consulting firm, trafalgar Strategies.

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She and her team advise business owners from various industries and countries on creating the strategies, systems and mindsets to thrive in business and in life.

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Over the years, keri-ann's expertise and speaking have been sought after by international brands, organizations and institutions such as Working Room's magazine, dallas Leadership Foundation, ciee, association of Fundraising Professionals, mogul and Philanthropist Russell Simmons Rush Philanthropic Arts Foundation.

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That's a mouthful and more, my God.

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So Keri-Ann is committed to spreading the gospel that running a small and medium-sized business is vital and important to our economies.

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Yet it doesn't have to feel like trying to manage a chaotic tornado.

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That's very good news.

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I should think, for some people and business owners will run their businesses smoothly and feel confident that they will thrive.

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So before I really welcome Keri-Ann, just to sort of introduce our theme, which is multi-layered strategic thinking, which is something I've been fascinated by and trying to learn about for decades.

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It's one of those massive topics because I think many of us have a very narrow view of what strategic actually means and that this is really unhelpful and a broader perspective can be so beneficial.

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So Keri-Ann has been consciously practicing this art, this science, however you call it, for many years.

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She has a great deal of wisdom to impart.

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So, keri-ann, thank you so much for taking the time out of your very busy schedule to come on the show.

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Catherine, thank you for having me.

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I am looking forward to this conversation so very much.

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Yeah, me too, I think it's.

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I was just saying, as we were in the Walmart conversation.

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I was just saying I've been having a chaotic day, which fits in with your theme, and it's so nice to take a break and have an adult conversation with.

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Isn't that true?

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You know, just kind of settle in.

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You know, anyone listening to this.

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I hope you found a way to take a break from you know the madness.

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Possibly Do I just kind of tune in and just kind of settle in and soak up what we're going to talk about.

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Yeah, keri-ann, when can you remember when you first kind of noticed that strategic thinking was a thing you know and an important thing?

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Yeah, that's a really good question.

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I, right out of college, I got a gig.

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It was a sort of a full-time temporary role to play in the United Way, in our community and for those of our international listeners.

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The United Way it is an international organization, but I think it's way more popular in the United States than it is in other parts of the world.

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It is an entity that sort of serves the goal between corporations and their employees philanthropic giving to NGOs, nonprofits that are doing work on the ground.

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And so the United Way you know it's been around for a good hundred years now that goes in and sort of works with corporations, asks for gifts through corporate giving and also through to create employee campaigns so employees can give through their payroll.

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Excuse me about that, catherine.

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So I had this great opportunity, to you know, when I was right out of college, to work there for a number of months during their big campaign period and I realized, oh my gosh, here it is a group of professionals that are doing fantastic work in serving the community, but in a strategic and business like fashion.

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And you know, when you're young you really don't know what you're doing, but you think you do.

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So when I was finished with the task, I ran into the VP's office and I said I know that I'm finished with this project and I'm heading out, but I just want you to know that I would be a really great fundraising fundraising director for your company, and so you should hire me.

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I would be the best director ever.

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How old were you?

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How old were you?

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I was 20 years old.

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What I was talking about.

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But you know, you know she didn't.

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What I loved about her was that she didn't look at me and say little child, you know, you don't know what you're talking about, go learn something.

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She says, okay, thank you, carrie Ann, for that, and I appreciate you coming in and I'll let you know.

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Anyway, I moved on and, you know, spent some time sort of.

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You know, I was working doing some things, and she reached back out to me six months later and she says, carrie Ann, well, we have a director position.

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So there was like a couple of directors in the fundraising department, and so they came.

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They range from the folks who managed the very, very large gifts all the way down we call them tiers all the way down to the smaller gifts, and so, you know, we call them the smaller accounts.

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So she said, well, we've got an opening in sort of the middle, the middle tier, and the good news was that particular tier was broken down into two, so there's another director that was managing some accounts, and then I would like to invite you to come on.

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I was like, oh my God, I couldn't believe she had so many.

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But I got the position and you know it, just, you know I, I just melded with it, just like fish to water.

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It was just, it's my thing.

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And of course my parents were quite happy because of the time I was supposed to be going on to get a master's and a PhD in neuropsychology and I decided I didn't want to do it and they were a little bit worried about the direction of my life.

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But when I was there, obviously I thought you know, just looking and observing and acquiring the skills and learning the skills by being paired with the CEOs of various companies, because that's how we operate.

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We were sort of your peer with the, with the leader in the community business leader, and you basically did the rounds.

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You had to be very strategic and I had to learn how to research and make sure that we were.

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What was it that we were actually going to, how we were going to pitch, and what did we think the particular CEO of the company we were going to pitch to was going to be interested in?

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And what are the directions, what are the ostrichic priorities of that particular company?

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And so how do we want to position the ask.

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And that's when I began thinking this is not just going in and you know saying hey, you know want to buy my Girl Scout cookies.

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This is a bit more strategic.

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And that's when I began realizing it's a great deal of work that goes along with this.

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And then we would do annual strategic planning and at first, you know, I was just sort of more like a junior staff observer.

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But the more I realized how much time and resources and energy was put into our strategic planning processes, I began to sort of be really excited about the idea of wait, this is not just some fly by night.

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Oh, here's a great idea, let's go with it.

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It's, there's a way to make, there are ways to make big ideas happen by being strategic.

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So anything you see out there in the world that has happened and it's been successful, like you know, the recording of this particular podcast, you know the Barbie movie.

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I mean, my goodness gracious, what they did with that marketing.

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It was unreal and I still haven't seen the movie.

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I've heard it was a, you know, an okay movie.

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But the marketing that went into that, I guarantee you there was a significant amount of strategy that was put into place in order for that to be such a huge marketing success.

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So that was really where I began to realize strategy was an important aspect to success in any big idea was when I started working at the United.

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Way.

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Wow, what a fantastic entry into that.

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Yes, and that I mean that, also the thing you said about you just walked in and said I would be a fantastic director, fundraising director and you obviously really wanted to do it.

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Yes, and I think I don't know if you agree.

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I think that is an important element in strategy, isn't it?

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But that you've got to actually want to do it.

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Yes, catherine, I will say this.

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It's sort of the timing of this conversation Last week was, you know, I'm going into this week with you know, I have some processes that get me mentally and emotionally focused on the week ahead, but sometimes you have a week prior.

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That kind of is a doozy.

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You know, you have to kind of do a bit more internal work to sort of get you focused.

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Last week I spent quite a bit of time, or it just so happened, that a number of my clients that were, you know, I mean, these are, you know, business owners that are doing big things and they're trying to make big things happen in their organizations.

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And you can imagine it's kind of like, you know, shifting the Titanic a bit when you're trying to make big changes happen in an organization, because it's all these individuals that are part of the organization.

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How I want to do it.

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However, it just so happened that last week there were a number of stumbling blocks and a number of my clients, and so I found myself doing a great deal of hands on work, and one of the things that I began to realize I've known this to be true for a very long time, but when I was faced with the big wall of it.

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Last week I began sort of processing this concept of do you want it bad enough?

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Yeah.

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There's.

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You can do all the things that you say you're going to do to create a good strategy and you can do all the things to create a great execution plan, which, by the way, is, you know, in a very important aspect of strategy.

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Yeah, but the very, very beginning aspect of that, the foundational things that make something work is how badly do you want it?

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Yeah help, Because if you don't have the fire within that says I really want this, whatever the thing is, whatever the big idea is, then when time comes and you hit the obstacles, when you begin to either go down into the, into the darkness of despair, right, or how long you stay there really is motivated by, yes, the tools you use to get out of it, but also to help.

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Badly do you want it?

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And I think that desire I call it the red hot desire.

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If you don't have it, it's very difficult to create a good strategy and execute it well.

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Yeah.

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Why do you think that is?

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Why do you think it is that desire is so important?

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I've got my own thoughts about this, but I just really like to know what do you think is the connection between really wanting it and literally being able to come up with a good strategy?

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Well, you know, not to get too woo-woo, I think if you look at nature, I think that everything is about desire.

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Right, there's more humans.

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We get a chance to kind of be conscious of our desire and, I think, maybe to decide how much we want something.

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But everything in nature doesn't have that capacity.

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It's either.

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It's life, more life.

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You begin to see, you know, in our driveway at my parents' home it's concrete that's paved right, and the guys that come and do our landscaping, they still have to go through.

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There's cracks within the concrete driveway where there are weeds coming up out of the concrete.

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Like how did you get there?

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I mean, it's concrete, okay, but for the weeds it's all about more life.

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And you can, those landscapers, they come and they do the weed killer thingy-me-jiggie and they come back in two weeks and it's there again.

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Right, it's because the weeds desire is about more life.

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It's like we're gonna grow regardless.

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Yeah, it's not a discussion.

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It's kind of a thing, it's a part of their existence, whereas humans, we have the capacity to determine what we want, which I think is great.

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You know, that's what I guess you know makes us different than the, than other animals and then another species At the same time.

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It is you can always look to nature to determine why things happen.

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If you don't want it, you really there's just no way to fake wanting it.

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There's no way to fake how badly do you want it?

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The other issue along that.

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So there's through that, I think, there's sort of a need within to want it in order to get it.

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The quest, I think, on the other side of it is we have there's one way to do something, there's another way to do something.

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Now, of course, you're trying to cross the street.

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It's kind of easy.

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You kind of just do a thing right, you cross the street, you look both ways and you cross the street.

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If you're trying to cross a, you know, 10 lane highway, then it requires a bit more strategy, okay, because you don't want to die.

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So the ideas that come forth from our minds we have a lot of ideas that come forth there could be oh, just run across and hope for the best.

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Or it could be oh wait, there's like a bridge over the highways.

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Let's go down there across the bridge and do the thing.

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Or maybe we could do something kind of funky and be like do these signs that say you know construction ahead?

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So we stop the traffic and we kind of walk.

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There's many different ideas that could come cross your head to decide.

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Come through your mind and decide how you want to move.

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If you want it bad enough, you will have stronger ideas.

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It will be like your mind will produce more ideas, better ideas, a flood of ideas and give you the confidence to be able to actually think you could implement the idea because you have this desire attracting to the thing.

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But if you have a very low energy around it, a low desire around it, you'll come up a couple of ideas, but they probably won't be that great.

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You know they have the phrase that says necessity is the mother of invention.

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That's really it.

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If you make things in your life in need, if the desire is so hot that it's like I will die without achieving this thing, of course it's being dramatic, but it really is if you elevate whatever the thing is you want to a need.

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Then somehow you're like oh wait, we need to accomplish this, and you have all these great ideas that come forth.

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So I think there's one.

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Looking to nature everything in nature is moving towards something, and moving is mainly moving towards life, and the nature is willing to do some crazy things to make that happen.

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So we're a part of nature.

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We're not like somehow not in nature.

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Okay, just in case I'm thinking, oh, I'm going to look to nature, that thing out there, I mean, we're part of nature.

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And then to the result the cause and then the result.

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When we have a higher need, a higher desire for whatever the thing is, the big idea or whatever, then somehow our mind cultivates better ideas, a better strategy for us to be able to do the thing.

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And I've seen, you've seen it happen in in, you've seen it happen in our history of humanity for a long time.

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Exactly.

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Thank you, beautifully said.

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I think that's absolutely right, and I've been involved in situations where we are trying to implement a strategy and it's not working.

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Sometimes it's because actually we didn't really want the thing, as you're saying, and sometimes because the strategy is not a very good strategy, and I think you're right.

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It's not a very good strategy because because we didn't want it enough, right, exactly?

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Isn't it true as well that if you really want something, you will also make more of an effort to ask for help if you need it to come up with the strategy?

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Yes, because not everyone knows how to make a strategy for, let's say, launching a business, or let's say, right bring out a new product or remodeling a house yeah.

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You know yeah.

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You find, I think asking for help, there's two things that go along with that.

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One is we do sometimes feel like, well, we could do this ourselves.

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Right, there's a certain amount of ego, it's like we could do this ourselves kind of a concept and it's not that hard.

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The other aspect is more like, well, I don't wanna put whatever it takes to ask for help.

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It could be either making yourself vulnerable, whatever, investing the resources, just whatever the thing is that you would need to do to exchange to be able to get the help that you feel like you're giving away the control, whatever.

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So there's that sort of I can do it ourselves.

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Or I don't wanna invest the time, energy, money, be embarrassed that I can't do it.

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But when you want something bad enough and you have the desire for it and you want it to be great, you're like who's the best person that I can get to do this thing?

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I remembered when I was a teenager and at that time there was this haircut thing, sort of like, that I really liked and the person who I knew, the hairstylist that I knew, could do it, was a bit pricey for a teenager's budget.

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And I will tell you what.

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I had all kinds of conversations with my parents to be allowed me to give me the money to be able to go to this celebrity hairstylist.

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And I was, like, willing to wait on the waiting list to be in that in her chair.

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And I wanted it because I knew I wanted that look really badly and I knew I couldn't do it myself Because I knew that time I was like when I was a young kid I was like, oh yeah, this is before YouTube channels.

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I was always experimenting something with my hair, but I knew I couldn't get the look without going, just like I had to convince my parents first of all that they would allow me to do it because it was a little bit weird, plus, invest the money that they thought why would a teenager need to be sitting in someone's celebrity chair and then also to get wait on the waiting list to be able to be in that chair.

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And of course and it was funny, of course, the hair looks great for like two days, and then it just looked pretty different.

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But the point is, though, I was willing to do whatever it took to get that hair style, cause that was to me that was gonna be the changing of my entire life Just getting that.

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Look, I think asking for help or getting the things that are necessary to make whatever the strategy is, or to create the strategy, is motivated by how badly do you want it?

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Yeah.

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I think that's absolutely right.

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Otherwise, I've got an example from when I was much younger.

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I was in my twenties.

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So sometimes.

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I went off and did a transformational weekend.

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Yes, I didn't know they'd done, but when they came back they'd obviously had a transformational weekend, got amazing results.

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Yeah, and they said you should do it.

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I won't know, I can do it by myself and within about three months I so really wanted what they had.

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I really couldn't do it by myself.

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I slunk off and secretly went and did this transformational weekend without telling them, Cause I had to really get over ego and everything.

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But I really wanted it.

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Yes, yeah.

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I really wanted it, but it was interesting, catherine, that the whole ego thing around asking for help.

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I find it to be a very interesting dynamic with humanity.

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Yes, Absolutely.

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Did you study it, cause you were thinking of doing a masters in neuropsychology.

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Had you studied psychology?

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Yes.

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In your first degree.

00:23:07.721 --> 00:23:27.741
Yes, so my focus there was more on how does a brain operate, particularly after it's been injured, sort of this concept of cognitive recognition, but obviously so I spent a great deal of time in neuroscience and that kind of world.

00:23:27.741 --> 00:23:30.523
My research was around brain activity.

00:23:30.523 --> 00:23:58.842
However, I do remember when we were talking a lot about and I spent a lot of time in spaces where people are doing practitioner work around helping people kind of address, because really, at the end of the day, I mean, even though I'm a strategist, I've come if you cannot address the mindset things that keep people from doing the thing, if they want to do a big thing, then it's really for naught, to be frank.

00:23:58.842 --> 00:24:11.044
And so what I have found is we societally I mean there are other there are cultures where asking for help is actually not so, is not a bad thing.

00:24:11.044 --> 00:24:19.022
So I do think that that it is cultural, not just humanity, that has a bit of a problem with asking for help.

00:24:19.022 --> 00:24:37.878
There is, there are some cultures that are more, more not willing to ask for help, or asking for help is kind of a you know there's something that it's looked down upon and so there's, you know, obviously more Western cultures than Eastern, you know.

00:24:37.878 --> 00:24:38.741
That's just to be honest.

00:24:39.474 --> 00:24:52.605
However, there's also, though, something within us that says we can do a thing, and we should be able to do a thing, because the reality is we have the capacity to do a lot.

00:24:52.605 --> 00:24:56.403
We're willing more than we think we can.

00:24:56.403 --> 00:25:30.928
As humans, we are using such a small portion of our capacity mentally, and I'm really personally I'm eager to see how some of the things that keep us from, you know, being very, I don't know, low brow is probably not fair to say, but operating such at such a low capacity as the human race, I'm eager to see those things begin to dissolve so we can really really hit big, big things.

00:25:30.928 --> 00:25:44.983
I feel like some of the small problems, some of the problems we have that we've perpetually dealing with as a human race, are just, you know, they're just like really, are we still dealing with that?

00:25:44.983 --> 00:25:47.320
So, sort of like.

00:25:47.320 --> 00:25:51.441
I just feel like we should be involved in that, but nonetheless so.

00:25:51.961 --> 00:26:04.182
I think it's the greatness within us that's calling forth our greatness, and when we say we need help, it's almost like it's a distorted version.

00:26:04.182 --> 00:26:13.202
I don't think it's the real version, but it's a distorted version of us saying but I should be able to do this on my own.

00:26:13.202 --> 00:26:17.625
It's almost this we have echoes of our greatness out there.

00:26:17.625 --> 00:26:35.381
We haven't quite interpreted what that really means, but we know that we can do way more things than we think we can, and so the idea of having to ask someone for help, I think, makes us feel a bit like we're coming against what our true nature is.

00:26:35.381 --> 00:26:40.640
But I think, again, it's a very distorted, not very healthy place.

00:26:40.640 --> 00:26:58.522
Because, you know, there's a proverb that I often remember it's an African proverb, but I don't know who said it and says if you wanna go fast, go alone, but if you wanna go together, if you wanna go farther, go together.

00:26:58.954 --> 00:26:59.818
I've heard that, yeah.

00:27:00.755 --> 00:27:03.163
And that's how I feel we are.

00:27:03.163 --> 00:27:15.921
So back in our ancestors' days, when you know they were operating in tribes and clans and stuff like that, obviously a part of that was just, you know, the fact that they couldn't survive without it, because there's, you know, wildebeest out there.

00:27:15.921 --> 00:27:27.701
But I do think that there was something around humanity where going together does get us farther, and that includes asking for help.

00:27:28.194 --> 00:27:37.817
Yes yes, brilliant, I completely agree with that and I like the way that you framed that as that it's essentially.

00:27:37.817 --> 00:27:47.521
It's a misunderstanding about our nature, and I think that's right because I've noticed that in myself and in clients and friends and other people.

00:27:47.521 --> 00:27:54.382
As people have evolved in their own individual lives, they've become better at asking for help.

00:27:54.382 --> 00:27:55.496
Yes.

00:27:56.694 --> 00:27:57.136
Without.

00:27:57.136 --> 00:28:14.460
Sometimes, at the very beginning they're very good at asking for help as a victim you know whining to be rescued, right but then over time it kind of evolves and they get better at recognizing what help they want and better at selecting the right people and better at asking for it.

00:28:14.460 --> 00:28:15.383
Yes.

00:28:15.383 --> 00:28:22.819
I've noticed often it's the very, very senior people who have no ego or issue about asking for help because they know they've done it.

00:28:22.819 --> 00:28:24.077
That's how they got there.

00:28:24.077 --> 00:28:24.902
Yeah.

00:28:25.434 --> 00:28:31.661
And now they're doing it selectively, they're doing it strategically and it makes all the difference.

00:28:32.795 --> 00:28:38.160
That is so wise that it's such a great observation, catherine, because it is a part.

00:28:38.160 --> 00:28:52.665
Once you do the healing within, you know the ego calms down quite a bit and because you begin to own yourself in a way that you didn't own yourself before.

00:28:52.665 --> 00:29:18.743
Not you, but you know the proverbial us, I guess, so we, when the person who's the most confident in the room, you could tell when someone is quite confident and they are owning themselves, they have a way of being that is very different than the ones who are putting on as if they are confident or putting on as if they've got it all together.

00:29:18.743 --> 00:29:21.598
They are so willing.

00:29:21.598 --> 00:29:30.502
People who have done the work or are very centered and anchored are so much more willing to ask for help.

00:29:31.214 --> 00:29:52.799
You know, oftentimes you hear junior staff, sometimes in organizations, say well, you know what does the CEO do, you know everyone's doing all of his work and we're just funneling it up at the top and that's a lack of understanding about what it means to be a leader and what it means for someone to rally the troops into be a strategic leader.

00:29:52.799 --> 00:29:54.236
I was.

00:29:54.236 --> 00:29:58.962
I don't know if you're familiar, I'm sure, with Outlander the series.

00:29:58.962 --> 00:30:00.156
I haven't.

00:30:00.278 --> 00:30:01.221
I tried to watch it.

00:30:01.221 --> 00:30:04.000
I just couldn't bear it, but I know it exists.

00:30:05.104 --> 00:30:08.663
You're right, okay, the blood and glory, it's like quite a bit of violence there.

00:30:08.663 --> 00:30:34.006
But so I was watching it and I think this season, this season is sort of they're now in the United States and it's the Revolutionary War and they have, you know, and, like you know, warfare back then is so much different than warfare today, right, in terms of the way the generals and so forth operate.

00:30:34.006 --> 00:30:39.718
And the generals are sort of away from the battlefield.

00:30:39.718 --> 00:31:04.700
They're kind of in the back on the top of a hill somewhere looking down, and they are directing, they're leading the troops in different directions based on what they see from the hill, and they're conveying that leadership to the ground, the leadership that's on the field, and then the leadership on the field is conveying that to the troops.

00:31:04.700 --> 00:31:09.355
And you know I was watching this, you know scene.

00:31:09.355 --> 00:31:12.923
Of course, to be truthful, I love Atlanta because of Jamie, but nonetheless.

00:31:12.923 --> 00:31:19.089
But you know I was fascinated, though it struck me.

00:31:19.154 --> 00:31:41.861
I'm always looking for gems of things that can help me understand what it is that I do, and I hope it was a really great analogous concept of as you begin to own yourself in your leadership, whether it's your leadership of your life, your leadership of your team, your leadership of your organization, you begin to realize what your role is.

00:31:41.861 --> 00:31:44.894
There are many things you can outsource.

00:31:44.894 --> 00:31:52.118
I mean, for the most part, you can outsource the majority of things in your, in your purview.

00:31:52.118 --> 00:32:01.298
What you cannot outsource is the strategic direction of whether it's your organization, your team, your life.

00:32:01.298 --> 00:32:20.278
You cannot outsource that, and the only way that you can be able to be good at strategically directing an organization or a big idea is by being on the hilltop and looking, so you're not actually on the ground doing a great deal of the actual work.

00:32:20.278 --> 00:32:25.750
The work that you're doing is being able to be above and look and see.

00:32:25.750 --> 00:32:38.563
Ok, this is where we need to move left, move right, stand retreat, do the thing whatever it is that needs to happen and then be able to convey that to whomever it is.

00:32:38.563 --> 00:33:11.040
That is sort of that you are leading, whether it's the leadership on the field or in your life, and so I really think that, even from from really basic things in our lives, as you get busier and more your life is more complex and the more impact you are having, I will you know one of the things that I have a hard time even just getting you know particularly women, but men as well to do is outsource some things in their lives that need to happen in order for them to be a strategic leader.

00:33:11.546 --> 00:33:14.071
Basic things like dinner.

00:33:14.071 --> 00:33:18.269
Can you outsource that?

00:33:18.269 --> 00:33:21.586
Because you need to eat health, healthfully, okay.

00:33:21.586 --> 00:33:29.150
However, you're working these number of hours in a day and then you've got a.

00:33:29.150 --> 00:33:35.435
When you get home, you're on the board of directors of somebody's you know nonprofit charity organization.

00:33:35.435 --> 00:33:44.228
You taking your kids to you know little league football, whatever it is that they're doing after after school, and so they're.

00:33:44.429 --> 00:33:50.311
But people got to eat, so you have time to get home and then to prepare a health meal.

00:33:50.311 --> 00:33:51.334
And is that?

00:33:51.334 --> 00:33:52.757
Is that what you have the capacity?

00:33:52.757 --> 00:34:02.659
Let's look at your hours, and so the idea of really bringing in someone who's actually preparing your meals freaks people out of like, well, no, I should be able to feed myself.

00:34:02.659 --> 00:34:05.268
Why, yes, you are feeding yourself.

00:34:05.268 --> 00:34:11.757
Your outsourcing and delegating the role of healthy food and, frankly, you don't cook that well.

00:34:11.757 --> 00:34:13.039
Your food is not that good.

00:34:13.039 --> 00:34:23.478
But there's someone out there that loves to cook healthy food and will make it and put in the fridge and all you've got to do is warm it up and the whole family is eating a feast Right.

00:34:23.478 --> 00:34:28.576
Even that idea about what does it mean to ask for help?

00:34:28.576 --> 00:34:45.795
The people who are on their self and own their, their, their worth and own what it is that they are doing in the world are way more comfortable just saying yeah, the dinner is not my, not my thing, we're going to have someone do that and do that.

00:34:45.795 --> 00:34:47.469
Well, yeah yeah, yeah.

00:34:48.304 --> 00:34:56.978
I had an example years ago where I discovered that it's possible to get someone to come and take away all your laundry and do all the ironing and bring it back and do it beautifully Right.

00:34:56.978 --> 00:35:03.753
You have to make the effort to tell them how you want it done Right and they want to do it yes.

00:35:03.753 --> 00:35:06.172
That's my point.

00:35:09.032 --> 00:35:09.875
What's my point?

00:35:09.875 --> 00:35:13.472
I was traveling all over the place the whole time staying in hotels.

00:35:13.472 --> 00:35:19.012
Yeah, you know, and someone came in, someone did that, someone fed the cats, you know, somebody.

00:35:19.012 --> 00:35:44.501
You're absolutely right, and there's some people over here in the UK who think that asking people to do things for them that they'd rather not do, is rude, you know, like, and I kind of argue with that because I said, well, these people are doing it, they're doing it because they want to do it and they appreciate the money and they're good at it.

00:35:45.063 --> 00:35:50.682
Yes so there's a lady who comes and cleans here at my house and she says I love cleaning other people's houses.

00:35:50.682 --> 00:35:52.929
I hate cleaning my own house.

00:35:53.391 --> 00:36:08.304
Someone else cleans my house, she says See, and that right there is that because we often, I think it's because we just because you don't like the thing doesn't mean someone else doesn't like the thing.

00:36:08.304 --> 00:36:08.844
Yeah.

00:36:09.925 --> 00:36:11.347
And it's just like you're.

00:36:11.347 --> 00:36:11.608
You know.

00:36:11.608 --> 00:36:19.679
If you know, obviously I work primarily business owners and I always say, yeah, the business that you do the reason why people hire you to do the thing?

00:36:19.679 --> 00:36:21.422
Yes, because they actually can do it.

00:36:21.422 --> 00:36:23.284
They actually don't want to do it, right?

00:36:23.284 --> 00:36:26.199
So is it being rude to hire you?

00:36:26.199 --> 00:36:27.204
No, it's not.

00:36:27.204 --> 00:36:32.586
The reality is there are tasks that make our lives work, and we were.

00:36:32.586 --> 00:36:40.286
When we were living in tribes and so forth, we all were doing different things and everyone was doing a thing we're not doing.

00:36:40.286 --> 00:36:47.702
That's not how we live now, but it doesn't mean that the whole idea of going farther together doesn't still exist.

00:36:48.061 --> 00:36:55.219
Yeah, and so I believe in leaning into your strengths, leaning into the things that make it easier to do.

00:36:55.219 --> 00:37:00.155
You know, there's a lot of leadership tests now and they're like you.

00:37:00.155 --> 00:37:01.858
Just, you know, swing your hip and there's one.

00:37:01.858 --> 00:37:16.710
However, the reason why companies love these sorts of tests is because the thing, for instance, you, I'm a much, I'm a big picture thinker, I can be very granular.

00:37:16.710 --> 00:37:19.077
Just because it's what I do.

00:37:19.077 --> 00:37:33.753
I help people become granular, but how I operate in the world is, if there's a big problem, I'm able to strategically think about it and and I like it's like easy for me to do that.

00:37:33.753 --> 00:37:37.010
It is not a heavy lift, it just is just like breathing.

00:37:37.010 --> 00:37:38.155
Yeah.

00:37:38.284 --> 00:37:48.039
However, if I need to sit down, I look, I'm an excellent writer part of my one, because I just from my childhood, but, to you know, I honed it when I was in law school.

00:37:48.039 --> 00:38:13.134
I'm an excellent writer, but, oh my goodness, the level, like the feeling I have, the heaviness I have when I have to sit down and write a thing I mean, but yet there's people on my team that are like the headphones on, like they're excited, they're like, yes, give me something else, you know.

00:38:13.134 --> 00:38:20.858
And so the heaviness that I feel versus the lightness and excitement that someone else feels.

00:38:20.858 --> 00:38:31.280
It means that just because you don't like it doesn't mean that someone else is on my someone actually might find joy and happiness with doing the thing.

00:38:31.280 --> 00:38:48.284
And so I think it's really important to to break away our own preconceived notions of what's considered a thing that no one wants to do and respect the tasks and the skill sets of everyone that's doing the thing.

00:38:48.284 --> 00:39:01.034
I think that's where problems arise, where, just because you don't like it, then you decide it's not really important work and that's where the problem arises.

00:39:01.284 --> 00:39:14.896
I think, for instance, the idea of women's work the reason why women's work became not became lower work or lesser work, was because men who were in charge didn't like doing those things.

00:39:14.958 --> 00:39:24.650
That would be, you know, considered women's work, and so it was delegated to women, and then it became a women's work thing, and so we're not, we don't pay.

00:39:24.650 --> 00:39:38.284
We don't pay for jobs that primarily women do, because at the time that we began to develop the society, men were the ones who were deciding well, that's not really valuable work, because I don't really like that work, so it's women's work.

00:39:38.284 --> 00:40:17.244
However, if you decide to re or reorient your mind, to take away the biases that you have about what's considered good work, bad work or whatever but it is the work of life, the work of moving forward, the work of advancement of humanity Then you begin to respect the people that are doing it and you begin to to respect the fact that, if it's, if you are not, if that you know he always is stoked if that's not your ministry, then you outsource it and you pay people well and you celebrate the fact that they love it and you don't.

00:40:17.666 --> 00:40:19.132
Yeah, I love that.

00:40:19.132 --> 00:40:22.134
If that's not your ministry, outsource it.

00:40:22.134 --> 00:40:32.117
Yes, beautiful, yeah, and I think is this is this part of what you mean by multi layered strategic thinking.

00:40:32.117 --> 00:40:32.806
Yes.

00:40:34.565 --> 00:40:36.588
So, we talked about really wanting it.

00:40:36.588 --> 00:40:55.815
We talked about being grounded enough and having done the work to the point where we're able to ask for help and see that as a powerful thing to do not a failure, yes and to respect the tasks that we don't feel like doing and to respect the people that do want to do those things.

00:40:55.815 --> 00:40:58.880
So those principles, on their own, it just gold.

00:40:58.880 --> 00:40:59.786
Yes.

00:41:01.786 --> 00:41:07.918
I would say, when you start thinking about the bigger picture of multi layers strategic thinking.

00:41:07.918 --> 00:41:12.596
I like to think of it sort of like a upside well, like a funnel.

00:41:12.596 --> 00:41:21.255
Okay, so the big part of what we're talking about portion is being very clear about what is the thing that you say you want.

00:41:21.255 --> 00:41:27.951
So we may have, you know, because of our we're having a great time conversing, catherine and we probably should have started with the biggest thing.

00:41:27.951 --> 00:41:37.432
The desire is important, but the what is is actually next to the desire.

00:41:37.432 --> 00:41:47.251
I know that you know you're listening to be saying well, of course, the whole point of this is I want the what.

00:41:47.251 --> 00:41:48.873
I have a strong desire for the what.

00:41:48.873 --> 00:41:59.652
I will tell you this in my 20 plus years, I mean, I had a conversation just last week that was absolutely painful.

00:41:59.652 --> 00:42:05.771
I was a very respectful client and I could not.

00:42:05.771 --> 00:42:11.378
It took me 30 minutes for me to get out of that person.

00:42:11.378 --> 00:42:16.835
What exactly was the what that they were trying to do in their organization?

00:42:16.835 --> 00:42:35.826
You might, you might think you have a very clear vision in your head of what it is that you really want, but it is very easy to have it being a bit muddled and not out there articulated on paper, and that is why I believe writing.

00:42:35.846 --> 00:42:37.967
You know there's a study that it was.

00:42:37.967 --> 00:42:39.088
It's been a while it's been on.

00:42:39.088 --> 00:42:41.371
The study was on a not a long time ago.

00:42:41.371 --> 00:42:44.414
It was studying a lot.

00:42:44.414 --> 00:43:22.257
It was a longitudinal study, sociologically longitudinal study, of individuals that graduated from Harvard University and, for those who don't know, harvard University is one of the premier universities in the United States and they studied these individuals over a period of I think it was 20 or 30 years, so quite long, and they had them, you know, sort of tell them what they wanted to do, what the goals they wanted in their careers when they at graduation.

00:43:22.257 --> 00:44:08.264
They just studied them all the way until, you know, the end of the study was just 20 or 30 years and they found that the key, one of the key drivers of success was actually not how great the goal was or how much, how many people the person knew of course that does help and how much access you have all my good stuff but it was basically whether or not someone wrote down the vision or the goal, versus not the individuals that wrote down what it is that they wanted to do and, in the most much clarity as possible, were more likely to achieve it over that period of time Now.

00:44:08.264 --> 00:44:13.797
So writing down is a thing, but I'm not telling you this story for the purpose of like oh no, go, let's write it down.

00:44:13.797 --> 00:44:25.960
However, when I do strategic planning with companies, the what actually ends up taking up a very large portion of the planning day.

00:44:25.960 --> 00:44:42.978
So sometimes we'll do a full day with the organization, sometimes we'll they'll do like a weekend off site, you know a couple days, and so if it's a full day, half the day is spent figuring out the what you know, particularly if it's a group of people who's kind of determine a what.

00:44:42.978 --> 00:44:54.159
And so you'd be surprised, catherine, that the what you want is a hindrance, because many people don't have the clarity of that.

00:44:55.166 --> 00:44:59.072
Now, I also believe in creating the what a bit further down.

00:44:59.072 --> 00:45:00.155
Like you want to have.

00:45:00.155 --> 00:45:05.706
I like to think of sort of a core strategic I call it a core strategic goal, that's the.

00:45:05.706 --> 00:45:10.456
If you're in business, it's like what do you want to look like in, say, 15 years?

00:45:10.456 --> 00:45:28.757
Once you have that kind of what very clear, then I believe in doing a breakdown of one year year, one meaning this year that you're in, another annual goal of two years out and then one three years out, no more than that, and it's a very, very large organization.

00:45:28.757 --> 00:45:30.264
I might take them to five years.

00:45:30.264 --> 00:45:34.936
However, for the most part, you can go from one year to your three year.

00:45:34.936 --> 00:45:45.199
Once you articulate your one year goal, that is connected to your core strategic goal, which is the 15 years never going to change for kind of a goal.

00:45:45.199 --> 00:45:47.766
And just so you know.

00:45:48.168 --> 00:46:00.835
Underneath all of this course, strategic goal part, you do want to be very clear about your, your values, and you want to be very clear about your purpose.

00:46:00.835 --> 00:46:08.931
And when I say purpose, I don't mean those you know boring statements you see companies have on their website.

00:46:08.931 --> 00:46:12.675
You know to be, though it's a treatable, but whatever the thing is.

00:46:12.675 --> 00:46:18.961
When I say purpose, I mean something short, very pithy, but powerful.

00:46:18.961 --> 00:46:22.811
So, for instance, you know our company.

00:46:22.811 --> 00:46:35.777
Our purpose statement is where, in the business of helping businesses thrive, it's that short, so having a short, but it's a very powerful for us because the word thrive is important for us.

00:46:35.777 --> 00:46:38.911
We're in the business of helping businesses thrive.

00:46:38.911 --> 00:46:41.175
It really is a powerful statement for us.

00:46:41.175 --> 00:46:50.059
You need to come up with whatever your powerful statement is and be really clear about that as well.

00:46:50.364 --> 00:47:01.981
So I like to think of business vision if you're looking at a different business has three elements your values, your purpose statement and then the core strategic goal.

00:47:01.981 --> 00:47:06.099
Once you have that, you start thinking about your core strategic goal.

00:47:06.099 --> 00:47:13.320
Then you break it out into, say, three years out Year one is now year two and then year three.

00:47:13.320 --> 00:47:23.199
You want to create strong goals that have very strong characteristics, marked characteristics, right, they're specific, they're measurable.

00:47:23.199 --> 00:47:24.534
We all know what smart means.

00:47:24.534 --> 00:47:33.219
And then we know that those three goals, if accomplished, would lead you towards your core strategic goal.

00:47:33.911 --> 00:47:34.994
So the what is?

00:47:34.994 --> 00:47:45.463
You know we don't want to make it too complicated for the listeners, but the whole point is that exercise helps you create a very clear what.

00:47:45.463 --> 00:47:53.494
So you've got the passion and the desire for the what and you're very clear about the what, why that's important.

00:47:53.494 --> 00:47:56.518
And then you're like well, why the values have to do with anything.

00:47:56.518 --> 00:48:09.119
The values is what keeps the guardrails going, because you might say I want this what and then, when you start moving towards that, you're willing to do.

00:48:09.119 --> 00:48:15.657
You know, are you willing to do everything to get the what, even if they violate your values?

00:48:15.657 --> 00:48:22.360
No, it also allows us for you to know what are the priorities that drive you.

00:48:24.550 --> 00:48:27.527
So, if you're in business, if you know that.

00:48:27.527 --> 00:48:50.721
You know I was at a speaking at a conference the other day and it was for the home service industry, and so these are like folks who are like you know your interior designers, your landscapers, your pool people, you know all of those companies that basically make your home fantastic, and one of the values that you know.

00:48:50.721 --> 00:49:10.186
I did an exercise with a couple with the folks that were in my workshop was a couple hundred folks, and one of them was a gardening, a gardening company, and one of their values was we're always on time, never late, and I was like, praise the Lord, you sit there and you wait for the.

00:49:10.186 --> 00:49:17.041
You know you have a 12 o'clock appointment for the person that come to your home to do a thing and you're waiting there for you know two hours.

00:49:17.041 --> 00:49:21.500
And they're like, oh, we're on our way, we're on our way to finish the thing with your neighbor or something.

00:49:22.130 --> 00:49:24.789
So the idea, so those values are really important.

00:49:24.789 --> 00:49:26.313
You're like, look, we don't.

00:49:26.313 --> 00:49:45.418
We, this is how we operate, this is who we are, and this is by this value we will not violate, regardless of what's going on, and that's what creates your brand, that it also keeps you and your people together and if it's just you, if it's a value of your life, it makes you realize OK, these are the things that are important to me.

00:49:45.418 --> 00:49:50.795
Yes, right, so that's why you know you're like well, I thought we're too much strategic thinking.

00:49:50.795 --> 00:49:53.695
Yes, and your values are part of that.

00:49:53.695 --> 00:49:57.559
However, there's a past, there's a desire, and then there's the what.

00:49:57.559 --> 00:49:58.672
That's really important.

00:49:59.414 --> 00:50:00.016
Fantastic.

00:50:00.016 --> 00:50:04.335
Wow, I mean, I feel everything you're saying.

00:50:04.335 --> 00:50:05.719
I feel like there's so much to think about.

00:50:05.719 --> 00:50:10.434
It's almost difficult to come up with the next question Because it's so fascinating.

00:50:10.434 --> 00:50:24.811
I'd love to hear a little bit more about your 20 years that I mentioned in the bio, where you were working as an attorney lobbyist in DC.

00:50:24.811 --> 00:50:30.240
You haven't talked much about your life as an attorney and as a lobbyist.

00:50:30.240 --> 00:50:36.177
Now I have a feeling that there are some very interesting stories in there that you're thinking.

00:50:37.510 --> 00:50:38.956
You know I will tell you this.

00:50:38.956 --> 00:50:48.126
So my, my desire to so you know, my desire to become an attorney was really motivated by the work that I was doing.

00:50:48.126 --> 00:51:05.309
You know, obviously, right, we all we go through, we pick a path and we go down that road and then there's some, there's some forks on that road, but we can't see those forks when we're deciding on the current path, and so it's sort of interesting to kind of see.

00:51:05.309 --> 00:51:17.682
So I had never thought about the law until when I was working with the United Way and I was about three years in by this point.

00:51:17.682 --> 00:51:20.389
I had really, you know, it was a bit.

00:51:20.389 --> 00:51:21.949
You know, I look back at it now.

00:51:21.949 --> 00:51:23.909
I'm like what was I doing?

00:51:23.909 --> 00:51:25.726
What was I eating?

00:51:25.726 --> 00:51:27.516
What am I taking back then?

00:51:27.516 --> 00:51:30.065

Ep 118: Kerry-Ann T Powell ~ The Power of Multi-Layered Strategic Thinking

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