Glen Carlson encouraged us to engage in a little fairy fiction at one of our recent course get-togethers as part of the continuous mental gymnastics and self assessment leading up to our rebirth as Key People of Influence.
Beware, participant. When you are expected to be thorough during such a procedure, the “small” inquiries like “what do you do” and “who do you do it for” might become the largest obstacles.
So participating in a fairy daydream should have raised red flags.
First, we investigated the hypothesis that development is not linear, not comprised of successive “small” victories with the occasional quantum leap thrown in.
As a result, our personal achievement chart may resemble a stock market graph. It continues to increase despite the current global financial crisis and the WFC. The trend most frequently consists of little leaps followed by smaller dips, a big leap, and luckily a less frequently fatally low plunge. But there is only ever forward motion.
In order for your solution to automatically engage your market in everything you do, including your pitch, book, product, profile, and collaborations, you must thoroughly grasp for whom you are solving what problem. This is something you do throughout the course.
When you participate in a fantasy fairy tale intended to show how much you know (or don’t know) about the people you want to play with, everything seems deceptively straightforward. If you’ve found the ideal sweet spot—where you’re recognized and compensated fairly for doing what you love—then you should be playing, not working.
You defined this gathering of individuals as: “BLANK,” and we were supposed to assume that they were all joyful. My thoughts also became blank.
What qualifies as a positive descriptor for my people—passionate businesspeople? successful in their line of work? I know how I want to think of them: “Leaders of their tribes, adoring the impact they are making,” but would that truly make them content? You can see the challenge.
So let me present a challenge to you. Make up a community where the individuals who have the issues you can fix reside. What do they do for a living, what do they love doing, what do they read, watch, and what do they eat? What would they like to do in their ideal world, if they could indulge in one? What would be the challenges they would face?
I’m proud of you if you can create a cohesive fairy tale for your tiny business. Mine is currently being edited.
The rigor with which we are required to know and comprehend what we do and for whom is the value of this process. This calls for more than informed conjecture, even for the most seasoned businessperson. It implies that because you asked, you are free to say things like, “My people would be glad to be characterized as,” without repercussion.