You must give birth to your images.
They are the future waiting to be born.
Fear not the strangeness you feel.
The future must enter you
long before it happens.
Just wait for the birth,
For the hour of new clarity.
Rainer Maria Rilke
This January has been busy with updating budgets and marketing plans. It has been a time of deep reflection and challenging our thinking. The Xponents team has been consistently and carefully considering and creating the future. We have been revisiting the Xponents vision and asking ourselves, is this still viable?
At Xponents we elevate individuals, teams, and organizations above self-imposed limitations to recognize their limitless potential through honoring and unleashing the unique talent, values, vision, and purpose inherent in all.
I have been holding this vision for more than ten years. I wonder at the start of a new budget cycle, is my vision still something I am called to do? Are others as inspired as I am by the power that exists when we see and are seen for the seeds of greatness we possess? Am I being self-indulgent, or is this work we do adding value to our customers?
Today during our morning meeting we were discussing our value proposition:
Here are some of the things I have been thinking about.
What problems do we solve?
Often our customers come to us to grow leaders. They ask us to educate and build awareness so that leaders transform performance by going beyond managing results and instead lead people to greatness. The business problems they want to solve are weak sales or service performance, issues with productivity, low team member engagement, challenges due to conflict and collaboration, or lack of alignment around goals and strategies.
Who are we solving the problem for?
Our ideal customer is in a mid to large corporation or a government agency. We hold a GSA Schedule, and have done work in a variety of government agencies. We like to think we attract Senior Business and Learning Professionals who are progressive and understand the link between business results and human performance. We believe these individuals recognize the value of having a different kind of conversation in the workplace which stems from knowing the formula for developing authentic trust and connected and transparent relationships.
What are our products and services and their key benefits?
We solve these business problems with out of the box and customized products and services that develop leaders and teams to balance a drive for results by being caring and connected to others. We say our mission is:
Designing, developing, and delivering cutting-edge, experiential leadership development products and services that have a dramatic, transformative, and lasting impact on performance.
This means we provide consulting services, coaching services, and workshops that focus on developing leadership skills, such as emotional intelligence, coaching skills for managers, and collaboration and partnering.
While there are many benefits that our customers experience, the three key benefits are:
What makes us different from the competition?
At Xponents, our vision is not only about Leadership Mastery of the soft skills. We stand for transforming organizations by transforming the conversations that happen in the workplace. We believe that organizations that are leadership centric are employee centric, and customer centric. You might say that we are people centric. When we truly care about others success then everyone wins…especially the shareholder.
If you are longing to have a different kind of conversation in the workplace, call me at 303-238-9733. Let’s talk about it.
Deb Siverson is a seasoned executive coach, certified as a PCC through the International Coach Federation. If you want to schedule time to discuss how you or your organization can increase engagement through the development of the leader within contact us now.
What does it mean to be happy? Psychologist Ed Diener, author of Happiness: Unlocking the Mysteries of Psychological Wealth, defines happiness as life satisfaction and having more positive emotions than negative emotions.
Since we know that the more fully one lives into his or her values, the more deeply satisfied they will be, Diener’s definition supports the absolute importance of values clarification and alignment work. He also makes a strong case for practicing and appreciating what we have, rather than dwelling on what we don’t. If you find that you aren’t as happy as you would like to be, one option is to explore your values and another is to practice the art of gratitude.
Being happy is largely an internal game that only you can decide to play.
Martin Seligman, author of Authentic Happiness, describes happiness as having three parts: pleasure, engagement, and meaning. Pleasure is the “feel good” part of happiness. Engagement refers to living a “good life” of work, family, friends, and hobbies. Meaning refers to using our strengths to contribute to a larger purpose. Seligman says that all three are important, but that of the three, engagement and meaning make the most difference to living a happy life.
Again, Seligman reinforces that deciding to do our own internal work (self-awareness, knowing our values and talents, and exploring how we use ourselves to make a difference) can lead to happiness.
I’ve also seen the research that shows we each come into the world with a set-point, or our natural genetic tendency to be happy. And, I am no Pollyanna; I understand that we can only work with what we have been given. But if you could be as happy as it is humanly possible for you to be, wouldn’t you choose that over the alternative?
Clearly it is easier to be happy when life is treating you kindly, and based on the research, it also helps if you are more aware of who you are and what you have to offer so that the external world can invite you to the party. I will also agree that it is hard to be happy when shame and doubt get between you and your full potential.
“Feeling good” and living the “good life” requires our full attention as we spin around the dance floor to the music of life; easy listening, then an up-tempo celebration, and next a tragic opera.
There is a natural cycle to all things. I recall that what goes up, must come down, and vice-versa. This too shall pass, becomes my mantra, and it helps me remember that all things must come to an end; both what I perceive as good and bad. If I let my happiness become dependent on that which I don’t control, I may grow weary of the dance.
I interpret both Diener and Seligman’s definition of happiness as more a function of what happens on the inside, than some external circumstance that brings me fleeting moments of pleasure. I have to do my internal work as the price for maximizing what happiness is possible for me. But what does that mean in terms of society’s responsibility for the happiness of others? Why is this topic relevant to where we work?
When we cultivate happiness in the workplace the value to the organization is: higher quality of work, greater creativity, increased productivity, and an increased likelihood to be more cooperative. It’s true that each individual is accountable for his or her own happiness. But here are a few of my thoughts on ways we can support others to be happier at work. We can teach Managers:
I would love to hear from you. Let me know what you would add to the list of how we can increase happiness at work.