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An Equation for Change

I came across a process for change that captured my attention. Maybe because a formula was involved, maybe because there were discrete steps in a process [a ‘recipe’ – my preferred way to cook]. The Venn diagram of the two guarantees an addition to my Spark File. 


The equation: D x V x I = ∆

Where:

D = Dissatisfaction

V = Vision

I = Implementation

Step One: List three facts, issues, or circumstances you are dissatisfied with.

Step Two: Describe a specific vision of positive change for each. Your description may be a sketch, doodle, list. Whatever the medium, make it complete enough to describe what could be.

Step Three: List specific action steps to fully implement the vision.

Step Four: Pick one of the three ideas [to start with] from Step One and do!

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How Well do You Know Your Network?

A few years ago, I completed a Change Leadership professional certificate (Cornell University) that included a course on Navigating Power Relationships. As the name implies, the content was mostly about looking at your own power in professional settings (ie the power you have through an org chart, by nature of your expertise, etc.), but there was also an assignment to analyze your network. I learned to think in a more deliberate way about networking through this exercise and to be more thoughtful about balancing nodes and considering strong and weak ties. It may seem counter-intuitive, but research shows your weak ties may be more valuable than strong ties – particularly for new knowledge and unknown opportunities. 

I’ve adapted the following process from the Cornell assignment to examine your own professional network (you will consider personal connections, too, but this is primarily for professional outcomes):

Step One: Identify Nodes

Use the following grid to identify 25 important people in your professional and personal life. The assignment involved 30 names on a 6 x 5 grid – you can expand the number if you have a large network by adding rows – but 25 feels more manageable to me.

Definitions of category headings:

Collaborators – the people you bounce ideas off, talk about business or work-related projects or topics. Or, near and dear to my heart, you may talk books, podcasts, articles. 

Promoters – these are the folks you have connected with for job searches in the past. They make intros, give you feedback on your pitch, resume, help you evaluate offers.

Connectors – people in your current company or industry that don’t necessarily fit elsewhere but can possibly open doors to other networks or resources. An interesting point on this – these are people that you may not interact with frequently, but they would at least recognize your name on a reach out.

Mentors – people who assist in your professional development.

Friends – no deep explanation needed, but consider your closest, those you like to spend the most time with.

Note: A person can appear in more than one column – you may have some Swiss Army knife types in your network. Also, the exercise had us look at the window of the past year, but that may not apply as well for you (for example, you may not have undertaken a job search recently). I don’t believe the timeframe necessarily changes the usefulness of the exercise.

Step Two: Create Your Network Map

  • Line through people in more than one column, but leave their name in at least one category. 
  • Circle the people you consider strong ties.
  • Draw lines between any two people that know each other.

Step Three: Analyze

Size – do you have a lot of Swiss Army knives (many names repeated across categories)? If so, your network may be smaller than you think (the course describes this as effective vs nominal size).

Density – do many people already know each other? If yes, you have a denser network.

Constraint – did you circle several strong ties? This indicates a more constrained network.

Next, look at the numbers. How many people:

____ have the same industry background as you

____ work at the same company as you 

____ live in the same geographic region

____ are more junior than you in experience 

____ have the same level of experience as you 

____ are more senior than you in experience 

____ are more junior than you in organizational position

____ are equal to you in organizational position

____ are more senior than you in organizational position

____ share one affinity group with you (a group formed around an interest or common goal)

____ share more than one affinity group with you

This last part of the exercise looks at the heterogeneity (diversity) of your network and helps you think deeper about where you can source new thinking. As noted earlier, weak ties can bring new ideas and new opportunities. They are also the connectors to other networks and promote sharing across a wider variety of people. Cultivate these relationships – there may be a fantastic opportunity waiting for you.

My own learnings:

I’ve got gaps in the mentor category. (I did have to cross out a few that were already in other categories for me). Always looking and open for this type of relationship.

I’m doing fairly well on my weak ties but that has taken a great deal of effort for me. Although I am a very curious person and like to discuss ideas with new people, I’m not naturally wired to reach out to more sporadic connections as I feel as though I am imposing. Funnily enough, I don’t mind when it goes the other way and weak ties reach out to me – I welcome the interaction.

I’ve got some great Collaborators and offer a big thanks to the Promoters in my life. 

Oh, and Connectors, I’ll be in touch!

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The Long and Short of it

I’ve been thinking for years about starting a blog. Not because I feel I have anything particularly original to say [I don’t], but because I listened to a podcast a few years back with Seth Godin saying everyone should post. Every day, even if no one reads. Writing is a way to put something out there, notice things, develop a take, get clear, be accountable, and move past your fear. And, of course, to make a ruckus. And, when Seth Godin makes a suggestion on how to navigate the world, I listen. He’s a super mensch. 


So, I thought about it, collected notes and post ideas in my Commonplace Book (also from a podcast recommendation – this time from Ryan Holiday) and…nothing. I didn’t know where to start and, frankly, I didn’t feel as though I had a lot of creative space in my life. My work days are long and my spark files are short.


Then I did another thing recently. I got on an Austin Kleon kick. He of Steal Like an Artist, Show Your Work, Keep Going. All very creative and very inspirational. And here’s the thing he says – we are all artists (even those who think about biz process and stare at spreadsheets), we all have work to share/show/steal from. You just have to find – make – your space and create. Do it consistently. Think process, not product.


On that wave of inspo, I built a website to show my work. Not financial models or cash flow projections (although, maybe?). My internal, professional and personal development, trying to make myself wiser every day kind of work. And, as Seth says, “Committing to having a point of view and scheduling a time and place to say something is almost certainly going to improve your thinking, your attitude, and your trajectory.”


How do I let you talk me into these things, Seth?