January 21, 2016
I’m learning with every step, becoming clearer, more curious, asking better questions that help others find more insight and clarity. Here I’ve tried to trace some of this development:
- As an undergraduate at Swarthmore College I learned to ask deep questions, to tell the truth, to be skeptical about making any assumptions, and to listen carefully to get past surface chatter.
- My scientific training (at Swarthmore and at Harvard) taught me about creating and refining models. A model is useful because it leaves almost everything out, but can be problematic for the same reason — because it leaves almost everything out. We create and evaluate imperfect models all the time, and knowing how to deconstruct them is critical.
- A summer working with the respected social scientists Robert Abelson and Philip Zimbardo on the manuscript for “Canvassing for Peace” gave me very practical experience developing strategy, testing its application on small sample sizes, responding to surprises, and implementing a revised and well grounded plan. It was also an opportunity for me to explore collaboration between academics and activists.
- Several years working with the American Friends Service Committee – first as a member of their Peace Education Staff and then as director of public relations (at AFSC this was called “Information Services”) taught me how to target and focus messages about controversial topics — keeping some edge, but building on shared values and concerns.
- Years of experience as a manager in a small rapidly growing software company, that during my tenure became a division of General Electric, taught me how to work effectively within complex organizations, collaborating with competing management segments. This job offered me a “sandbox” to learn about power, loyalty, innovation, and the importance of clearly defined mission and plan.
- Working as an independent consultant – designing and developing information systems for business and non-profit organizations,or focusing on usability and user interface – I honed my skills of listening, of change management, and of assessment and evaluation.
- Through all these years, I served on the boards of a variety of non-profit organizations – nurturing the Merriconeag Waldorf School (now called the Maine Coast Waldorf School) from a nursery and kindergarten into a K – 8 school with a million dollar building and significant organizational capacity, running a capital campaign for a Quaker study and conference center in Western Massachusetts, helping a local interfaith organization grow from a dream into a vibrant reality. I also had the opportunity to work with organizations that were seriously fractured, and learned what kinds of weaknesses most easily lead to failure, and how best to address these.
- Participation in the year long “Leadership Intensive” program offered by the Institute for Civic Leadership (now called “Lift 360”) gave me a chance to reflect on all these experiences, to explore models of collaborative facilitation and leadership, and to develop more connections within the greater Portland business and non-profit community.
- As a consultant to non-profits, I’ve honed my skills at facilitation, strategic planning, coaching, questioning, collaborating, and leading workshops and retreats.
- For three years, I was Recording Clerk of the New England Yearly Meeting of Friends – taking minutes of week long gatherings at which as many as 500 Quakers from around New England conducted the society’s business. My task was to listen and record, with each formal minute approved as the meeting progressed. Often it was my job to suggest a minute that reflected the unity we had found, but also the matters that still required more work together. I was considered part of the session leadership, but viewed my role as a servant task. I found my gift of helping a community find its voice — both the voice of its agreement, but also of the discord or lack of clarity. It’s a gift to be able to articulate clearly the points of our disagreement.
- I’m a great listener, a reconciler, and a creative force skilled in consensus-based approaches. I was one of the authors of book chapter on the process of Quaker decision making, and have often been called upon to help divergent groups work together. Working within complex organizations, I know how to formulate great questions, and draft talking points that will help others facilitate constructive change.
- I’ve another life as a photographer of dance. While this might not appear to be parallel to the other experiences listed above, I do believe that deep engagement in a creative process – where even with best efforts things don’t always proceed as expected or as planned, and where agility can be as important as mastery – offers many lessons that are surprisingly applicable.
When faced with an interesting problem, some consultants may start by offering advice — usually well seasoned advice. That’s not my style. I prefer to ask questions that define an agenda, that help the participants find their own insight and clarity.
So, when preparing to take part in a meeting of entrepreneurs who might be growing their solo business into a firm with two or more employees (perhaps many more than two!), I prepared the following twelve questions:
Note that I do offer some comments after each question, but these do not attempt to suggest what the answer should be.
1. What’s the core product or service, and how will it get refined / expanded /replaced as the company grows?
[If the plan is for you to do that yourself, think more about delegating.]
2. What are your key strengths, and, most important, your key weaknesses.
[The later should define your hiring priorities.]
3. What the company “brand“?
[And, if there isn’t one, how will it get established? (Note that the brand is not just the product or service you offer, or a statement of its advantages.]