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A taste of significance

Image  This photo was taken in the courtyard of the Presidential Palace in Guatemala City, as we prepared for a ceremony including John Maxwell, Guatemala Prospera, and the Guatemalan President.

Exactly a year ago this week, I was in Guatemala City, one of 150 John C. Maxwell Certified Coaches teaching a Transformational Leadership process to ~19,000 leaders within the seven streams of influence. All of those leaders committed to taking a small group of people through the Transformational Leadership process over the course of 30 weeks. That’s right — 30 weeks! During that time, they would study and apply each of The 15 Invaluable Laws of Growth, as described by John in his book of the same name, as well as 15 Values, as defined by the Guatemalan people based on what they thought would be crucial in changing the culture in their country.

Today, those 19,000 leaders have taught and influenced nearly ~200,000 citizens within their country, and the work continues.

Make no mistake, that trip changed thousands of lives, not the least of which were the Coaches who traveled to a far-off land to give of themselves to people they’ve never met, and may never see, again. It certainly changed mine, in ways I find it hard to articulate, even today, one year later.

I’ve learned, without question, what it means to offer something of significance to someone else; some thing that will change lives in unimaginable, possibly indescribable ways. As I sit in my office today, in West Virginia, I think fondly of my week with such amazing people doing such amazing, life-giving work. I long to be there with them, again.

The good news is, I am confident that opportunity will come again, and perhaps even sooner than I imagine. Since our time in Guatemala City last June, the John Maxwell Team has been invited to do the same work in several other countries in Central America.

To my fellow coaches, the leaders of the John Maxwell Team, the talented translators who shared their time and language, and the people of Guatemala who welcomed us into their country, offices, churches, and businesses…Thank You. I am blessed by you. I look forward to being with you all, again, soon.

If this appeals to you, watch this short video on our trip to Guatemala. And if you long to taste significance and are interested in joining this amazing team, here’s your invitation. I hope you join our tribe! Be sure to tell them I sent you!

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Intentional Leadership — D3, W2, M12 — Belief

Let’s work on the negative beliefs we identified yesterday. Choose one and spend some time thinking about how to change it, and change your life in the process.*

Old belief:

Daily actions that supported that belief?

What could you believe to be true, instead?

New belief:

New daily actions in support:

Now that you’ve given this some thought, and identified how you can change the belief, change your behavior, and change your life…commit to the new actions and put them in your calendar, so you have no excuse for not following through.

If you’re willing to share what you’ve come up with, send a note in the Comments box. I’d love to hear what you’re working on.

 

*From the Intentional Leadership booklet, by Giant Impact.

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Intentional Leadership — D1, W2, M10 — Strategy

Have you given much thought the need to adjust your strategy to adapt to changing dynamics in your business environment? I have been, prompted by a recent call with one of my mentors who brought up Kodak.

You remember Kodak, don’t you? For a while, it was Eastman Kodak, then just Kodak, and anyone with a camera — the ones that require actual film — will remember Kodak. Back then, we had to go to the store to buy rolls of film; then, when we’d taken our pictures, we took them back to the store or a film shop and dropped off the role of film to be developed…which often took a week to 10 days! Eventually, someone invented the 1-hour photo developing system, and that revolutionized photography (for us amateurs, anyway), for a while. Then along came digital photography. No longer did you need to buy film or have it developed; now the market was all about memory cards for your camera, and the pixel capability of your camera.

Clearly, this new business model didn’t fit with Kodak’s old model — sell film, photo paper, and developing services. So, how did Kodak respond?

At one point, albeit way too late in the transformation of its industry, the former giant attempted to reposition itself as the Memories company, with print-at-home photo paper and systems…but it was too late. Kodak had missed the boat and ended up filing for Chapter 11 Reorganization.

Are you even aware of what Kodak is up to — if anything — these days? I have to admit, I wasn’t sure if the company was even in business any longer. Turns out, a simple search indicates it is. Today, “Kodak has transformed itself into a technology company focused on imaging for business.”

According to its web site,

“Kodak sharpened its focus to commercial markets as part of a 20-month Chapter 11 reorganization in which it successfully removed large legacy costs, streamlined a complex infrastructure, and exited or spun-off businesses – including its remaining consumer imaging and document imaging businesses – that were no longer core to its future. People around the world will continue to see the Kodak brand through its commercial businesses and licenses with select business partners.

As a result of its reorganization, Kodak today is leaner, financially stronger and ready to grow – poised to take advantage of the digital transition underway in packaging markets; the growing demand for graphic communications products and services in emerging markets; and dynamic growth in the market for printed electronics, sensors, fuel cells and other printed products with functions beyond visual communications.”

This is a prime example of the need to adapt one’s strategy as the dynamics of business and industry shift, and they are constantly shifting. The point: One must adapt to survive, and this is as true for you — as leaders — as it is for your organizations.

Today, spend some time reflecting on the changes you’ve experienced in your industry in the past few years. What were some of the most dramatic? And what adaptations were required for your organization to remain relevant?

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