Freedom From The Future

In Inquiry Method work we have often talked about and worked with letting go of the past and the liberation we experience when we learn how to do that.

We have also talked about and practiced freeing up our ego and how to lighten up on projecting and defending self-image.

We have also explored how to lose our drive and rediscover our flexibility and creativity.

I’ve been exploring a new frontier, letting go of the future.  Once I discovered it in myself I was shocked because it now seems so obvious, none of my future attachments, fears, ambitions were here now and none of the ones I have had in the past ever materialized the way I anticipated them good or bad.

Your future can be as much a trap as the past; in fact many people are more future oriented than past oriented.

For example, lets say you were interested in starting a business or growing your business; you might get attached to the future success of that business or project the future failure of that business, or both at the same time.  What does that do to your present expression and engagement, what does that do to your creativity and your objectivity…etc?

Try the same thing with meeting a new person and projecting the future of the relationship.

Take a look; what are your future attachments and how much do they take you out of the present?  See if you can discover in yourself the capacity to let go of the future.

You might say that I need the attachment to the future to be able to operate, but think about how you may have thought that same way about holding onto the past until you learned the skill of letting go. Remember how dramatically that affected your life?

 

 

Inquiry Leadership Practice: When a “Gift” isn’t a Gift

There is a useful business principal that can help clean up a lot of business issues, confusion and frustrations: Never give gifts with the expectation of getting something in return.

There is a common habit of giving people gifts or opportunities as a way of endearing those people to you or to get more out of them; to create appreciation or, in the extreme, obligation.  As leaders, we can often rationalize it as “generous”, “caring”, or even “loving”.  But, this way of motivating people or bonding people to you unfortunately often creates the opposite.

These types of gifts in business carry a hidden contract; “I have done for you, now you do for me”.  Employees will unconsciously assume that they are entitled to the “gift”.  Leaders can tell they have carried some hidden contract when they feel resentment toward employees.  This way of gifting in business will weaken great employees and amplify problems in others.

When you instead tie “gifts” to what has already been accomplished, we call them rewards.  Rewards are empowering.  Give rewards on what has happened, and don’t expect that they will get you anything more than you have already received.  Make the commitment in yourself that you will address whatever happens in the future with no inner or outer reference to what you have “given” in the past – that is water under the bridge.  This skillful application of rewards is a powerful business practice.

Keep your contracts overt and open with the people who work for you.  Business is not about appreciation, popularity, or buying good will. It’s just simple, clear understandings around performance and accountability.  The moment you feel resentment you can recognize that you have either given yourself away through some form of “gifting”, failed to create accountability, or have unclear agreements.  This is yours to clean up, not your employees.  This is what leaders do.

In every part of life “gifting” with expectations, is not gifting.  With friends and loved ones, the art of true gifting is one of the most beautiful practices we can develop and it is an art worthy of great masters.

Best Way to Ask for a Raise

In Inquiry Management, as an employee, we gain and can develop the skill of managing up.

Managing up means that through the process of inquiry up and passing problems up, we are able to develop our relationship and secure success within an organization. An example of this, I call, “the best way to ask for a raise.”

The best way to ask for a raise is: At your next review, one-on-one, or even a meeting that you arrange, ask the person who you report up to, what you would have to do to be worth X% more or X dollars more to the company 6 months from now or a year from now. And then listen carefully. Different responses are possible.

One response would be that there is nothing you can do to be worth more in 6 months or a year. That is great info to know. You’ll know there is no upward mobility and you can start accepting it and be happy with it, or you can start looking for a new job.

A second answer may be that you can get a raise if you are able to develop x skill, to learn to do spreadsheets, increase sales by x%, be able to demonstrate a certain capacity or attitude, or something else. With any of these responses, you would want to ask more and make it measurable so that it is something you could both agree on. The beauty of this system is that once they agree, you’ve already made the agreement for the raise. So you don’t have to worry about asking for it, you can just focus on doing what you need to do to get it.

If you are in a company that employs Inquiry Management and Inquiry Leadership then you can check in on your progress in your weekly meetings or one on ones. If you aren’t, maybe you can just check in on a monthly or weekly basis about how you are doing towards your goal and how they feel about your work. That way you keep focusing on and honoring the agreement you’ve made.

From a management point of view, I recommend doing this with the people who report to you. Make these kinds of agreements. That way, with raises, you are actually able to continue to develop and guide the development of your workforce. Make sure that you are actually incentivizing activities and goals that support and amplify the goals and success of the organization.


Want more like this? Check out our ECourse and EBook on Inquiry Management.

Boss versus Mentor

I was speaking to one of my business clients the other day (CEO of a company of about 70 people) regarding what qualities to hire for in an employee, and we came up with “the hunger to learn and grow.”

In Inquiry Leadership, we see ourselves not so much as a boss but a mentor, someone who wants to share his or her skills and knowledge. Personally, as a mentor and teacher, there is nothing I value more than someone who is hungry to learn and grow. It’s exciting to mentor that kind of person.

As a boss you just want someone to follow instructions, do what they are told.

As a mentor, you want more. You want someone who will bug you to learn more, who will come to you with questions, who will always try to perfect and refine their ability and results.

An employee who is hungry will help you grow as a leader.

As a boss you are using top-down energy; you have to keep asserting and directing.

As a mentor, you are being pushed along by the eagerness of your employees. You are sharing your skills, and they are valued, received, and put into action.

If you are getting ready to hire in your organization, find someone who is hungry and eager to learn. Test for it, ask questions to discover it, and select for it. There is no more valuable asset you can have in your business. Someday, they will have the potential to replace you so you can take yourself to the next level: they may allow you to retire and/or buy you out.

If you are not hiring right now, you should be. Always be looking for more able, eager, hungry people. They are the gold that will make for a great and thriving business.


Learn more about Inquiry Management and Leadership here

Pushing Problems Up

As most of you know, I do business coaching as well as personal coaching. I want to shift to talking about business coaching today. This blog is based on a session I recently did with a corporate client. The company does construction work and I visited a satellite office to meet with their staff and introduce them to Inquiry Management and Leadership concepts. I did an overview before meeting with everyone individually, and I want to share a section I led about one of the principles we covered in the Inquiry Management section.

Inquiry Management

  1. A technique and practices for the operation of an organization and hierarchical relationships that amplify the growth and success of the individual toward shared goals and objectives.
  2. A way of organizing relationships within an organization around mentoring relationships rather than the traditional authoritarian boss/employee model.
  3. A commitment to creating accountability that requires leaders to be the most open, committed, engaged, members of the organization, who see their role as growing and inspiring people

A key principle of Inquiry Management is what I call “pushing problems up.”

You can listen to the recorded version here, or scroll down to read the blog

Everyone argues with me about this at first. People say “That’s not the way it works. You don’t push problems up; you bring answers to your boss. You come with solutions. You think about it and then you handle it on your own.” But, it works.

When I first started working with this client, the CEO said: Every job has these problems that get buried in them. And, then they come out at the end and they cost us a quarter million dollars. We go from profitable to loss or break even. I just hate it when those things come up.

We’ve been working together for a while now, and we’ve made huge strides on this by building a culture of Inquiry Management that includes the principle of pushing problems up.

Because, IF you can push your problems up, you can get coaching on how to resolve it, you can solve the problem before it becomes a big problem, and the problem can be pushed up to the level at which it can be resolved.

For instance, let’s say I’m working on a building estimate. There is an engineer who doesn’t report to me but who I’m parallel to who I need information from in order to be able to do the estimate. I’m having trouble getting the data out of them. I keep asking them – “Can you get me the data?” I even use inquiry – “When could you get me the data?” And, they still aren’t doing it. They don’t answer to me so I’m powerless in the situation. And, if I keep trying to deal with it on my own, I may end up way behind, and then someone will be upset and frustrated with me.

But, if I go one step up to whoever I report to and say “I’m really having trouble finishing this estimate because I’m not getting what I need from engineering.” My boss may ask if I’ve tried this or that, but when I’ve shown I’ve gone thru the options, they’ll realize this is out of my hands and that they need to do something about it. And, if the engineer doesn’t report to them, they’ll have to have to raise it one more level up and talk to whoever they need to talk to so they can understand that it’s a priority to get you this information.

So, in this process, it gets pushed up to the level where it can be addressed. It might go all the way up; it might go all the way up to the President, or it might go all the way up to the CEO. Because, the problem may be highlighting that we need to hire more engineers, or we need another company to work with, or we need a budget change, or we need to delay the bid on this job.

The problems need to go up to the level where they happen, where they can be solved. And, if the problem goes all the way up then the solution doesn’t go just to you, the solution also gets distributed out to the whole organization.

So, we don’t want to be hesitant about pushing our problems up.

The difference is that if I’m struggling on a job and I’m getting farther and farther behind while I’m trying to handle it myself and then eventually it comes out that it’s a mess. That would be terrible and on me. But, if at the beginning, I just keep reporting up what is happening on the job and what I’m having trouble with, I can solve things before they’re bigger problems.

It also helps takes the pressure off: Let’s say I’m having trouble with the subcontractors and I report it to my boss, and my boss says they don’t know how to handle it either. Now, I’ve transferred the accountability from me to my boss. Because, if my boss can’t tell me how to handle it or fix it, it’s their problem. If they can tell me how to fix it, or can help me figure out how to fix it, it’s my problem. But as long as I can’t fix it (and this is the beauty of being in an organization with hierarchy) I can keep pushing my problems up until they teach me, show me how to solve it, or change the system itself.

Even with our personal struggles, we want to push problems up. It helps you build your skills and helps to get your mentor more invested in you.

For instance, if I report to you and you’re my mentor, and I say I’m having a hard time getting organized. You may have a solution for me to use to improve. So, if I push the problem up to you, it’s not that I’m bad. I am just showing you my weakness I want to fix. And, you’re my mentor, you’ve seen my weaknesses and you want to help me get better. And, as I bring you my problem, you become more invested in me. The more you help me, the more invested you become in me. You’ve put a lot in me, so you want to see me advance and you want to support me. That is part of management. We really have to use the people we report to as mentors and ask them to help us. We have to be willing to be vulnerable enough to share what we are really struggling with.


Click here for my eCourse where you will be taught the fundamentals of Inquiry Management and Inquiry Leadership, or email us at info@inquirymethod.com if you are interested in learning more about business coaching.

Levels of Participation

Levels of Participation is one of the principles that I discovered in my work developing Inquiry Method. In the years I have been teaching it, it has become a mainstay of what I call Inquiry Management. The Levels of Participation are a framework for understanding how people work together; they explain how people behave in relationships, the context that they participate in, and the leadership they receive. By understanding this framework we can have an impact on our own success and growth, we can influence the success and growth of our organization and we can learn to lead and be led to greater success, and ultimately satisfaction, engagement and happiness in our work.

Inquiry Method™ is the foundation on which I have built all that I have learned and discovered. I have found that it is also something that can be learned by others to have a profound impact on their ability to lead and mentor others. At the root Inquiry Method™ is simply the capacity to come to any conversation or inner challenge with openness, curiosity, and questions rather than answers. Though this may seem simple and easy, I have found that it is much more difficult that one might think. Particularly in business, but also elsewhere, we are taught to have the answers. In fact for most of our education we were given answers and required to memorize them and repeat them for tests and exams. Most of us have continued in this pattern in our professional and personal lives.

The problem is that in having the answers we stop learning and growing.

Click here for my eCourse where you will be taught the fundamentals of Levels of Participation, Inquiry Management and Inquiry Leadership.

Ego’s Trap

Attachment to the ego is the primary obstacle to our ability to lead effectively. When we assert our truth, opinions and assumptions – we are directive in a way that limits growth. Inquiry Method™ is a philosophy and a practice that cultivates the ability to set ego aside and to inquire into, ask questions, and employ natural curiosity in order to connect with deeper truths and insight. Using and growing natural curiosity about life and people will enable you to become an inspirational leader and will elevate how you live your life, how you do business, how you relate to others, and how you perceive yourself.

Great leaders are not so much attached to themselves and their success as to great ideas and inspiration. Great leaders inspire others toward a cause, not through devotion to the individual.

It is my intention that Inquiry Method revolutionize how we live our lives, how we do business, how we relate to each other, and how we see ourselves. In fact it has already begun.

Our Inquiry Management eCourse will lead you through the levels of participation, these levels parallel levels of personal development that are available to you and will be necessary for you to be able to fulfill the promise of this course. Traditionally we think of growing as accumulating things, in fact these levels actually become more available to you as you let go of things. The capacity to let go is fundamental to progression in Inquiry Method, each time we let go of something we open to new capacity and depth, we let more in.

Click here to learn more

 

Stagnant Energy, Case Study

Last week I introduced the concept of stagnant energy and how Inquiry Method can identify and release these blockages and get the energy moving again.  

The same is true not only for individuals, but also when I work with a business.  When we recognize that there is a blockage based on the markers (stress, worry, frustration, etc.), we can work to remove the obstacle. 

Recently, Jim, CEO of a manufacturing firm, wanted to understand why projects were getting delayed. No one on his management team was able to pinpoint the exact reason why.  

Through Inquiry Method, Jim realized that he had an accountability problem, and we thus scheduled a two-day renewal to work with his leadership team. By applying Inquiry Method Management tools and processeswe discovered that no one on the team viewed accountability in a healthy light. We set about redefining the term so that everyone could be aligned in a new view that was free from past associations with blame. This new view of “accountability” involved ownership (noticing things that are and are not working), creativity (applying expertise to find solutions to problems), and transparency (creating bonds of trust). 

In just this small step at the beginning of our session,there was already a noticeable surge of productivity, energy, and engagement from the team. As Inquiry Management tools and processes become familiar and utilized in the DNA of your company, you will notice the upsurge of energy and productivity followed by a smooth, efficient, and new impassioned synergy within your teams.

As a leader or manager using Inquiry Management and Inquiry Leadership, your primary job is to identify the stagnant energy in your organization and through inquiry and mentorship help to get the energy moving again.  Once mastered, this skill will prove extremely powerful to your company.

When you recognize the markers in yourself (stress, anxiety, frustration, etc.), it is a clear signal that you have some work to do. The stagnant energy will inevitably take its toll on you… both on your physical and mental health. In your company, stagnant energy will negatively effect profitability, morale, employee retention, customer satisfaction, and your ability to thrive.  The longer stagnant energy stays in your system or your company, the more damage it does.  Don’t run away from the pain; face it. Do your work, get some help, use Inquiry Method, and get the energy moving again. The breakthrough is exciting and liberating.  Being in balance and flow is joyful and nurturing.

Peace, love, and kindness,

Kyle

Inquiry Management in Business

Accountability is the single most valuable asset you can have in your business.  You can see this just by looking at the difference in performance, responsibility and commitment of an owner versus an employee.  When there is ownership, there is huge accountability. With ownership, you have to be responsible, responsive and aware because your well-being, future, and fortunes are riding on the success of the business.

The most common business complaint I hear is that employees are not accountable; they don’t have the same commitment as an owner.  It is true and will always be true.  Even when we create profit sharing plans, offer bonuses, etc. we don’t get the same kind of accountability in employees as we do with owners. This will always be true for a couple of reasons.

The primary reason is that people who want to work for others are different from people who want to create and run businesses.  Employees want more security and less accountability; entrepreneurs and business owners want freedom, they want to be accountable to only themselves and the market, they believe in their own capacity, they have something unique to express and want to do that.

It takes skill and leadership to guide someone who wants security and less responsibility toward a sense of accountability.  This leadership skill is what Inquiry Management is designed to do, to create accountability and engagement.  As leaders, we need to be able to mentor and teach our employees to trust and invest in themselves, to actively engage in their own success within the company.  This is what great leaders do, they teach and inspire people to not only do their best but to believe in themselves and their contribution.

The greatest key to a successful business is having a team that can not only work well together but also that can respond and believe in themselves like they are entrepreneurs.

As leaders, to be able to do this we must be able to recognize where each person’s level of development is and then to give them what they need to advance; the template I have created for this knowledge is what I call the Levels of Participation.

The other skill we need to be able to lead people in this way is the skill of mentoring, which I call Inquiry Management; it is both a methodology for mentoring and a framework for managing businesses.

The more accountability a leader can create the more, they become redundant because they have created a team that thinks for themselves and acts in alignment with the leaders vision.

Inquiry Management & Leadership

Inquiry Method

  1. The practice of setting myself aside and through questions seeing the world through the eyes of another.
  2. A tool for healing, growth, and learning that is facilitated by a coach or mentor relationship.
  3. A philosophical framework for optimizing life arrived at through the practice of Inquiry Method.
  4. A method for relating with others that creates understanding, resolution, alignment of goals and objectives, and connection.

Inquiry Management

  1. A technique and practices for the operation of an organization and hierarchical relationships that amplify the growth and success of the individual toward shared goals and objectives.
  2. A way of organizing relationships within an organization around mentoring relationships rather than the traditional authoritarian boss/employee model.
  3. A commitment to creating accountability that requires leaders to be the most open, open, committed, engaged, members of the organization, who see their role as growing and inspiring people.

Inquiry Leadership

  1. The view that as a leader it is my duty to grow and optimize myself to be the best leader I can become. That I look first to myself for the source of problems.
  2. The practice of using Inquiry Method on myself to explore my own growth and development.
  3. The commitment to inspiring others to perform rather than requiring them to perform.
  4. The view that accountability starts and begins with the leader, no victimhood, only constant creation, and re-creation.