Focus Moderation -or- How to Form a Collective

“We tend to look at problems from the angles of potential solutions, and we tend to see best solutions as the best fit for a problem, like a glove perfectly fitting in the hand, made for each other. We are in fact proud of the solution.”

Leandro Herrero on “Daily Thoughts”

Whether you want to execute a new strategy or explore a new idea - You may have had that terrific idea that flickered like a candle light, and was simply not to grasp. You may have met with likeminded people to gather their input, and didn't know Where and How to start the discussion properly.

When it comes to find a solution, instead of to predict one, discussion gets a little complicated...

...and can be learned :

How to Draw out Respondents' Attitudes, Feelings, Beliefs, Concerns, and Reactions

Your Target ?

A collective operating in unison to achieve the same vision.

Your Starting Point ?

  • identify & clearly communicate an area that could benefit from the feedback of your peers
  • put together a collective that relies on confidentiality and the ability to discuss the most sensitive issues openly
  • accomplish an initial concept of active reciprocity and investment in your fellows success
  • get people to provide to educate everyone on how to put their feedback to work
  • help everyone to be thoroughly prepared to contribute
  • get the blunt truth when nobody else will do

Your Principles ?

  • be present, right here, right now
  • do a warm up
  • let others do the talking
  • ask, don’t tell
  • get everybody to contribute
  • keep everyone honest

Your Material ?

Two Whiteboards

...side by side, because they supplement each other and we can switch between them, not forgetting anything.

What is on there ?

    1. Topics in order, open for discussion - to be worked on ASAP.
    2. A list of distractions – to be collated but parked, for now.

Ideally, take a day (or more) for an off-site meeting. Otherwise – consider the » One Hour Rule

...and how those look like

Strategy & Execution (The Map)

Distractions (The Recreation)

The Foundation

 The Obvious Ones

  1. The Purpose
  2. The Poals

 The Small Ones

 The Landmarks  The “We Can’t Dismiss that Topic”
  1. The Creative Solutions
  2. The Nnew Perspectives on Familiar Problems
 The Off Track
 The Planning  The Tangent Ones
  1. The Milestone Plan (For the Upper Management)
  2. The Activity Plans (For the Work Force)
 The Incredible Interesting Ones
 The Organizing  The Collateral Angles
  1. The Global Organization
  2. The Detail Organization
 The ones that need to be dealt with before X,Y,Z
 The Control  The “Also’s”
 The Finances  The Plays
 The Quality  The Speculations
 The Culture  The “But’s”

 The Virgin Island

 Those objections we hear over and over again... them all, but staggered and prioritized.

The key to getting the hands around at any stage is the same as any other endeavor : practice, practice, practice.

Your Advantage

  • It helps you grasp the unkown.
  • By the time you get used to it. Try it !

Not sure yet what it is there for ? Here is an example !

All in all

What may sound tricky is not that bad at all as your duty is to

  • gather disparate pieces of information
  • process them as a group
  • evaluate options
  • and decide

Collectively you will make better decisions than anyone could make on one’s own.

You need to MAKE things happen – as much as needed, and as simple as possible.

Happy Moderation!

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