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Now that you’ve defined your BHAG (Big, Hairy, Audacious Goal — see yesterday’s post, if this doesn’t make sense to you), spend some time with someone you trust today and share it with them. Ask them for their input on it, and ask them to join you on your quest to go after it (taking the initiative!).

Make note of their thoughts and insights as you discuss it. Then set some time aside, with this person, in several weeks to review the progress you’ve made toward reaching your BHAG.

What are you learning through the process?

How might you have approached it differently?

What help, support, encouragement did you get?

What more did you need?

Last week, I spent a few days with a group of like-minded, growth-oriented people from across the US and Canada. We were talking about our dreams and what it takes to bring them to fruition (it was a lot more profound than this, but simply put, that was the focus). One recurrent theme was “Dream Big.”

Dream Big!

After all, what’s the point of dreaming if you aren’t going to Dream Big?!

And why wouldn’t we dream big within our organizations, as well? Typically, in organizations, we speak of the BHAG — or Big, Hairy, Audacious Goal (Thank you, Jim Collins and Jerry Porras), which is a “commitment to challenging, audacious, and often risky goals and projects towards which a visionary company channels its efforts.”

What BHAG would propel your organization forward?

How can you use it to inspire others?

What steps would you need to take to initiate this BHAG?

What will you do, now, to get started?

A number of years ago, when more and more companies started getting more interested in and involved with Corporate Social Responsibility (CSR) and Environmental Stewardship, I was working as the Communications Manager for a food processing company. Having been in that position for several years, I had the communication duties well in hand and running smoothly. Looking for some new challenge to take on, I took it upon myself to become the company’s expert in CSR.

To do that, I read all the relevant material, followed the relevant blogs, connected with the experts in the industry who were also studying the topic. I attended conferences and networked with others in the industry responsible for CSR within their respective organization.

The CEO I worked for was pleased that I had taken this initiative, as he recognized the need to do something and didn’t have anyone else assigned to this role. I enjoyed it; it was interesting, I learned a lot, met a lot of bright people working in this area, and was able to guide the company’s position on CSR. The result was the inclusion of a number of key CSR-related initiatives built into the company’s next strategic plan.

I don’t tell you this story as a way to pat myself on the back. I was looking for something new to focus on and the opportunity presented itself. The point is, there are likely a number of issues within any organization that need some attention, focus, and solutions. And, you could be the person to step up and take one or more of them on.

What issue is there in your organization, right now, that no one seems to be dealing with?

What possible solutions can you come up with to deal with it?

What actions can you take to begin the process of moving towards a solution?

What resources will you need?

How will the organization benefit from your taking the initiative in this area?