Most workplaces face constant imperatives for changefrom trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.Some things make it easier: If you are the boss, you can order change (although that doesnt always work). If you have a broad coalition, you can create the perception of a flood of support. If people rely on your work output, you can impose conditions on how and when youll deliver it.Often, though, the people charged with driving change dont have any of these things. Consider Brian Welle, a Google manager who needed to roll out a huge initiative to tackle the problem of unconscious bias in the workplace. Some people are very receptive to investigating their own biases and trying to reduce them. Others, though, reject the notion that they might unwittingly hold prejudice, as reflected in somepeoples indignant reactions to the slogans check your privilege and #blacklivesmatter. Convincing a Google-sized workforce not to resist his ideas, let alone embrace his initiatives, was a huge challenge for Brianwho was not the boss, didnt lead a huge coalition among those he was trying to influence, and couldnt horse trade to compel their cooperation. He was just a guy from People Analyticsin other companies, that would mean HRwho was planning presentations to try to change peoples minds.Its no surprise that people resist organizational changethey are overworked and overburdened, and simply dont have the bandwidth to embrace change. Further, they rely on habits and routines to help them meet their own work demands, and so changewhich disrupts those habits and routines, and forces people to engage in new, active, and energy-demanding waysappears highly undesirable. So when change agents like Brian cant rely on power, rank, or wide support, they need good strategy.An effective strategy for creating change requires several elements, but one of the most important is to convince people to alter their attitudesto move from rejection to openness, at least, or embrace, at best. If you can create change in peoples attitudes, its much easier to change their behavior.The Power of Baby Steps Psychologists Muzafer Sherif and Carl Hovland identified a powerful dynamic about attitude change, and gave it a clunky name: the latitude of acceptance. Heres how it works: We can think of any attitude on a continuum from pro to con. For example, some Googlers were likely excited to see the company address unconscious bias (strong pro), others likely resented the effort, believing that they were not biased and did not need to change (strong con), and others had reactions somewhere in between.Wherever your own attitude along the continuum, Sherif and Hovland argued, you are willing to entertain some other views, but only within a narrow range around your own attitudethis range is the latitude of acceptance, or OK zone. A Google engineer in Brians presentation audience might think, Im not biased and I dont need to change; if so, her OK zone would likely include attitudes such as, Diversity initiatives are a waste of time or Some people like to make me feel guilty about the success Ive worked hard to attain.Are You the Best Messenger?The OK Zone approach is extremely effective in many situations, but be aware of a key limitation: Sometimes people are strongly invested in a position not because theyve thought it through, but out of a sense of identity or moral intuition. For example, in current debates over science-related policy (regarding vaccinations, climate change, or GMOs), some people embrace views that contradict scientific findings because of religious convictions or because they identify strongly with clean movements that oppose intervention in nature. Even before opening their mouths, advocates face huge challenges in persuading such individuals to consider a more pro-science view: Being identified with the scientific community paradoxically makes their arguments suspect. The OK zone can be used to produce movement even among strong partisans; however, it may have to be used in a more covert way. Recruiting someone less objectionablea fellow clean eater or a credible religious figureto deliver the message is one tactic that helps overcome this problem.If Brians presentation started with a big slide proclaiming All of you are biasedthat is way outside of this engineers OK zone. Its in her latitude of rejectionor the reject zone. This is the crucial point: When attitudes are too far from our OK zone, we not only dont buy themwe actively retrench against them. We marshal all of our resources to oppose the person making the argument. If Brian started his presentation by proclaiming that everyone is biased, the engineer would likely respond by becoming even more committed to denying any bias in herself. If we want to change someones attitude, first we need to understand where that persons OK zone is. We do this by asking questions to identify where they are on the attitude continuum right now.Finding the OK ZoneIn 2005, Dave Licher was a project manager for a large defense contractor. One of his projects was to replace thousands of one-off copiers, printers, scanners, and fax machinesmany sitting in peoples own officeswith multifunction devices (MFDs) that required leaving ones office and walking down the hallway. These days, the office multifunction print machine is a familiar fixture. But 10 years ago, it was new, and introducing one to the workplace meant asking people to change habits that were deeply ingrained and replace them with something whose benefits were unknown, but whose immediate inconvenience was obvious.Dave encountered immediate resistance, notably from Ken (not his real name),the manager of a large unit, who insisted that he didnt want his peoples work disruptedand Kens influence meant that many others followed his lead. Dave wasnt sure why Ken was so vehement, but he knew he needed Ken on board. His first move was to get up from his own desk and walk to Kens office to askwith genuine curiosityfor Kens views. Ken explained that his staff was already under the gun and couldnt afford to spend the extra time needed for a new process. Then Dave asked how Ken typically handled his print jobs. Ken showed how hed print from his computer to a local printer in his own officea small, inefficient machine that took a long time to spit out the job. Then hed have his administrative assistant walk that original down to a formal copy center to make stapled copiescopies that looked second-generation.Dave had been prepared to pitch the new machines superior properties and the cost savings, but the chat with Ken revealed the need for a different approach. Dave asked for just one step from Ken: to allow Dave to install a software driver, right then and there, on Kens computer, so that he could show him one print processand if Ken didnt like it, Dave would go away (for now). Ken agreed, Dave installed, and then Dave asked Ken to print a document. This time, though, the job was sent to the new MFD, a few doors away. By the time they walked to it, Kens joball copies, fully stapled, and all first-generation qualitywere waiting for him. No assistant, no walk downstairs, no wait for the copy center to get to it. Ken became a big supporter, and when others heard that hard case, change-resistant Ken was on board, they decided the change must really be a good thing.Daves willingness to understand Ken and tailor his ask to Kens OK zone meant that Ken was willing to embrace a change he had fought. The small step of getting Ken on board helped roll out the switch to MFDs. And the MFD switch, though it may seem like a small project, ultimately saved the company $85 million over 5 years.Changing theOK ZoneOf course, changing the OK zone typically requires more than a simple, one-step demonstration. Consider Brian Welles initiative again. Brian designed an hour-long presentation (which youcan watch online)to pitch Googles new initiatives around unconscious bias. (A presentation is generally not the most powerful way to use the baby-steps approach to changeindividual, face-to-face discussions tend to be more effectivebut Brian had to influence a lot of people in a short time and he used baby steps so masterfully that he pulled off change-by-presentation.) Within the video, you can see how he went to his audiences OK zone and moved it, step by step, toward his target.First, he acknowledged Googlers identities as smart people who like data and evidence (0:30). He next encouraged audience members to acknowledge that it was possible that we all make suboptimal decisions at timesparticularly about other people (0:53). He presented research (1:15) showing how people very much like his Google audience can be biased in some situations, and then (3:20) recast the notion of bias entirely by showing how bias can be a positive and adaptive thing, such as when it allows us to recognize dangerous animals and avoid being eaten. This let him, in short order, invite the audience to think they might sometimes show the positive kinds of bias (4:38) and then acknowledge that they definitely do so (5:00). From here, it wasnt too big a step to helping the audience confront that they also have some biases they dont like so much (9:27), and then that its worth trying to work on such biases.Avoiding Common ErrorsUsing this incrementalapproachcan help you avoid some of the major pitfalls that threaten efforts to drive change. These pitfalls include: Trying to achieve conversion and not just progress. Dont expect to achieve all your goals in a single shot. Talking mostly to people who already agree with you. Trying to drive change without others help. Messages are more persuasive when they seem to arise from many people, and theyre less easily dismissed as one persons pet project. Relying primarily on email blasts. Even well-crafted messages dont result in major change. Motivating change primarily by appealing to lofty principles. Self-interest beats lofty principles.At this point, the phrase slippery slope may have come to mind. In fact, thats exactly what were using. You create a slippery slope by presenting small, incremental attitude positions and helping the person move from one to the next. Time and patience are often required with this approach, though sometimes it goes very quickly. And the attitude change it creates is much deeper and more genuine than that created by speech-making, peer pressure, or giving orders.The process of using baby steps can seem time consuming in the abstract. Brian shows that it doesnt have to be. He uses just 13 minutes from the start of his presentation to bring the audience along on a step-by-step argument thatas we can see from the body language and energy of the audience members shown on camerapeople are now buying. He never takes a rigid or confrontational stance, but acknowledges his audiences likely views at each stage, treats those views as legitimate, and uses them to build a case that is effective because it incorporates their views.Like any change effort, effective use of this approach requires some planning. Youll work not by sending email blasts and trying to convert the entire organization at once, but by targeting carefully selected individuals in carefully tailored ways. A few key questions to ask yourself when you need to leverage the power of baby steps to create change are: What is this particular stakeholders current attitude about the proposed change? What are the small steps that will take this particular person from his current attitude to where you need him to be? Can you enlist evangelists to advocate the change instead of carrying the water by yourself? How much change do you require from each person? Does she need to come around entirely to embrace your view? Or is it sufficient to move her OK zone closer toward you, without getting all the way there?Whether youre buying new printers, reducing biasor merging departments, revising reporting relationships, or anything elseconsider using the power of baby steps in your change initiative. By investing just a bit of up-front effort, youll almost certainly achieve stronger and more widespread support.

Jen Overbeck is a social psychologist and associate professor of management at Melbourne Business School, and an internationally-recognized expert in power and influence.

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OJM Jim 16 hours ago Corporate teamwork is about critical mass

I had a new employee ask about my departments teamwork. Did we have a good team? I said, I do not know. He look at me with a puzzled look, he was confused. I guess he was confused, sense he is always hearing managers say what a great team they had in their department. Then to hear me say, I did not know was very unusual. I explained.

If you look at our departmental results we are always on or near the top. But, I do not know about teamwork in the since of what people mean when they say something about a corporate team. I have noticed there is no great elaboration by a manager who states they have a great team. If they mean there is never a problem on their team, then that is not us. We have problems from time to time, sometimes business related, sometimes personal.

I played on a winning football team in high school. Our coach consecrated on us as individuals, knowing that we would make us a great team. Our coach had trained us to know our role on each play. He told us that if we performed our role, each play was designed to go for a touchdown. We were good, but of course, every play did not score. Coach stayed on the sidelines during a game. He did not know what happened in the huddle. We had an orderly huddle because he had trained us how to act in the huddle.

As a first line manager, I am on the sideline like my coach. I can tell the employees how to act. It is up to the employees of our department to perform their roles and maintain order. I have a winning team on the field. I do not know what goes on when I am not in the huddle. But, I am the coach and I can do something to make us successful.

I aim for critical mass in an individual. The unit in our organization that makes a difference is the employee. Each employee is trained to know our departments mission and policies. The employee knows the role they play in the accomplishment of our mission. When the employee thoroughly buys into our mission; you can see it in their actions and attitude. The employee has reached critical mass. When an employee reaches critical mass, they spread that energy to other employees. When this happens our organization becomes filled with energy. This energy really shows at critical times when our department is under stress to perform. Our department functions at a high level because each person is fulfilling their role. By concentrating on the individual, I think teamwork becomes a natural outcome of the process.

Teamwork cannot be mandated; it is a process. Teamwork does not start with the department; it starts within the employees that make up the department. If critical mass takes place, other departments and our customers see an energized team.Reply 0 0 Join the conversation

Posting GuidelinesWe hope the conversations that take place on HBR.org will be energetic, constructive, and thought-provoking. To comment, readers must sign in or register. And to ensure the quality of the discussion, our moderating team will review all comments and may edit them for clarity, length, and relevance. Comments that are overly promotional, mean-spirited, or off-topic may be deleted per the moderators' judgment. All postings become the property of Harvard Business Publishing. You want to work for a great boss someone you can respect and learn from. But what if your manager isnt good at his job? What if youre more competent or have greater skills? Should you be raising a ruckus or keeping your head down? And how do you get what you need without making your boss look bad?What the Experts SayThere are a lot of bad managers out there, says Annie McKee, founder of theTeleos Leadership Institute and coauthor of Primal Leadership. So its not unusual to feel smarter or more qualified than your boss. Still, being in good company doesnt make the situation any more tenable. Toiling under someone who you feel is incompetent can be demoralizing. But not all hope is lost. Even less-than-great bosses have something to teach, says Linda Hill, the Wallace Brett Donham Professor of Business Administration at Harvard Business School and coauthor ofCollective GeniusandBeing the Boss: There are very few people in this world that I dont think I can learn from. So try not to discount your boss completely. Heres how to make the most of the often frustrating situation.Be honest with yourselfBefore you declare your boss an incompetent fool, take a close look at whats really happening. Some people need to believe theyre better to keep their self-esteem intact, or they may just be more qualified in one area, McKee says. Ask yourself if youre genuinely smarter than your manager or if its possible that youre more qualified in some areas but not others. As people move up its natural to get better at leading and managing while losing your technical edge, says McKee. Be honest with yourself about what skills you have and which your boss lacks. Being smarter than your boss doesnt mean youre going to be more effective, says Hill. After all, to be good at your job, you dont just need smarts. You need experience, strong relationships, social capital, and emotional intelligence, she says.Further Reading How to Motivate Yourself When Your Boss DoesntMotivating People Article Julie MosowYou have more control than you realize. Save Share Keep quietIf after reflecting on the situation, you conclude that youre actually smarter or more qualified, think twice before talking to anyone about it. McKee says its tempting to plead your case to higher ups or to try to prove that you should have you managers job. But this rarely works. You put yourself at risk if you decide to go directly into that conflict because bosses usually win, she says. Sure, you may want to vent to one or two trusted colleagues, but be careful. If your boss senses you are critical or derogatory of her, that relationship may be over, she says. Many people in this situation make the mistake of telling others how incompetent or unqualified their boss is. You need to be respectful. If you badmouth your manager, its going to reflect badly on you. People notice and worry youll talk about them the same way, says Hill. Nor should you take it out on her. Dont be mad at the boss, be mad at the people who didnt make you the boss, she says.Focus on doing a good jobDont get caught up in ruminating about who should have what job. Youre better off focusing on your responsibilities, says Hill: You want to make sure you do your work and people understand what youve been able to accomplish. It might help to focus on the bigger picture instead of your relationship. You have to find a higher purpose, says McKee. Take it outside of the interpersonal fight with your boss. Hill agrees: Dont come in as the smart, young hotshot. Do whats best for the enterprise.Help your boss be betterTheres no reason not to be generous. If your boss is successful, theres a greater chance youll be successful too. See yourself as a complement to the person. Find a way to compensate for her weaknesses, says Hill. If he isnt good at seeing the big picture, ask questions that help him pull back from the details. If she doesnt understand the technical ins and outs of your product, offer to cover the part of a meeting where the features will be discussed. Offer up ways that he or she can use you better, says McKee.Dont cover upTheres a big difference between delivering on what youre supposed to do and covering up your bosss mistakes, says McKee. If your boss has a pattern of making gaffes, it doesnt serve you or the company to continuously clean up his mess. You need to do your job well and you need to deliver on what your boss is asking of you, but if your work is being used to cover up serious deficiencies, you may need to have a conversation with HR, says McKee.Find something to respectIts easy to focus on the bad but even the worst bosses have redeeming qualities. How can you find something you respect? asks McKee. She recommends looking beyond the work environment if necessary. Is your boss a good mom or a kind husband? If you truly cant find something you admire, you may need to find a new job. If not now, soon, says McKee. Its soul destroying to work for someone you truly dont respect. Hill agrees: If you think you cant partner with that person, then you need to think about whether you should be at the organization.Learn from someone elseIf your boss isnt giving you the coaching you need, broaden your network, Hill recommends. Take your learning into your own hands and, McKee suggests, volunteer for projects that will allow you to interact with other senior people in the company. Be explicit about what you want. You might approach another manager and say, Id love to learn more about how you do X. Do you mind if we spend a couple hours together over the next few months? You can choose to see every opportunity as a way to learn, McKee says.Principles to RememberDo:

Help your boss do her job see yourself as a complement Find something you genuinely respect about him Seek out other mentors to help you learn and growDont: Assume that youre more qualified than your boss chances are she has some skills you dont Try to take over her job bosses usually win Cover up egregious mistakes or a long-standing pattern of ineptitudeCase study #1: Help out when you canWhen Patricia Wright* was appointed by a government official in South Africa as an assistant, the job was meant to be administrative. But it was quickly clear to her and her new boss that she had valuable technical skills and experience. My knowledge and experience on IT-related issues superseded those of my colleagues and my manager, she says.At the beginning, she found it irritating to know more than her boss. But he was very open to learning and being shown how things should be done, Patricia says. We grew up in different eras so it did take time and patience to teach him but when he used my ideas, he would thank me and attribute the suggestions to me. So her frustration soon turned to pride.Eventually Patricia moved on because she wasnt passionate about the work. Still she got a lot from her experience. I learned to have plenty of patience and to be a solution seeker. This way of thinking helped me get the job I have today.Case study #2: Make your boss look goodSoon after Abike Eze* became a marketing and business development manager at a financial services company based in Lagos, Nigeria, he got a new boss well call her Rose.* Rose moved to marketing from HR and had no background in the function. Abike found himself having to cover a lot of her work. Even though she heads the marketing unit, I am responsible for coming up with the strategy to grow the business and for cutting costs, he says.He admits that its frustrating at times, especially when she makes decisions that go against what he thinks is best based on his expertise. Still, he does whatever he can to support her and make her look good. Humility is the way to go, he says. I offer to help when I sense she may be struggling with a task or an idea. And when he presents an idea to more senior executives, he often gives Rose the credit or at least says that they worked on it together. She is aware of what Abike does for her and returns the favor, saying good things about him to their boss.This collaborative rather than combative approach has worked for Abike. He is well regarded by his bosss boss and he has critical responsibilities in the company, even if he doesnt hold the head of marketing title. Besides he doesnt see another good option. If you have friction with your manager, and the company values him more than you, you may risk being let go, he explains. Shes been with the company for over a decade and I have only been here for eight months. Besides she is my boss after all, he says.*not their real names

Amy Gallo is a contributing editor at Harvard Business Review. Follow her on Twitter at @amyegallo.

Have you stopped by the airport newsstand recently? The section with advice books on leadership and self-help for entrepreneurs is overflowing. If the funny picture or the catchy title doesn't do it for you, how do you know whose advice to listen to?With a million management books out there, how do you know which one will give you million-dollar advice?Earlier this month I was with a group of global experts who regularly consult with the most successful entrepreneurs and leaders both in small growing businesses and Fortune 500 companies. We were preparing for the Million Dollar Consulting Convention, hosted by the rockstar of consulting himself, Alan Weiss, and I realized I had to ask everyone for their No. 1 piece of advice so that I could share it here.Here is their collective wisdom on leadership actions that determine exceptional results:1. Run through the tape."Remarkable leaders create acceleration and urgency among others that results in people who reach the finish line fast and then keep running. How fast are you running?"--Alan Weiss, President, Summit Consulting Group2. Take action! Underplan and overexecute."The most successful people start a lot. Stop trying to make it perfect. You'll never make it perfect. Rather, make it helpful, and send it out to your customers and prospects."--Alex L. Goldfayn, CEO, Evangelist Marketing Institute3. Follow me."Growing up in Israel and serving in the Israeli military, I learned that the most powerful leaders' mindset is that of having others follow them. Lead by example."--Chad Barr, President, Chad Barr Consulting4. Talk the walk."The finest leaders I've encountered know when to tell (direct) and when to ask (explore). They not only 'walk the talk,' they consistently talk the walk. Their communications inspire and create dominant organizations."--Kim Wilkerson, Owner, Wilkerson Consulting Group5. Know where you stand."The best leaders are more like Archimedes than Sisyphus. They make the most important decision--where must I stand for maximum leverage?"--Constance Dierickx, President, CD Consulting Group6. Get rid of your average."Top-performing leaders manage their teams to ensure 80 percent or more are hitting targets and poor performers are coached up or out quickly. To do this, they get rid of their average, not merely their underachieving. Their tolerance level is far below what most companies will endure. I call this 'Finding the best, removing the rest.'"--Colleen Francis, President, Engage Selling Solutions7. Stand out."They live their brand with passion and on purpose, whether it's popular or not. They are not afraid, and they consistently project their story."--Karen Post, President, Brain Tattoo Branding8. Full speed ahead."The best leaders are focused on speed so that they can pursue quick results in a series of sprints. They keep their people focused on short-term goals that are not only visible but exciting and valuable for both the business and its customers."--Phil Symchych, President, SYMCO & CO9. Challenge the ordinary."Great leaders make exceptional decisions and insist others do too."--Linda Henman, President, Henman Performance Group10. Be thoughtfully ruthless."Remarkable leaders know how to be ruthless, in a thoughtful way with their time, their energy, and their resources to generate energy and extra capacity, and to catapult their growth."--Val Wright, President, Val Wright ConsultingDid you read through the list and nod your head? Or perhaps wince as you realized a shortcoming? We know many of these ideas in theory; it is easy to know what to do. The challenge is to get on and do it. Start by rating yourself against all 10 traits using the following criteria: Superpower: It comes naturally. Energy Zapper: I can do it, but it takes effort and deliberate attention. Danger Zone: Others do this much better.Take credit for your superpowers, develop a plan to practice your energy zappers, and spend more time and attention to correct your danger zone areas. Outstanding leaders also are brilliant at demonstrating their brilliance: all 10 of these experts will be sharing their collective wisdom with 200 attendees at the Million Dollar Consulting Convention hosted by Alan Weiss. Where do you go to be inspired by top leaders in your field? Maybe the next Inc. GrowCo conference?Quickwhat's your greatest strength? Figuring out what that really is, and applying that "superpower" as a multipurpose tool in all new or tricky situations, can help you excel at whatever you set your mind to.This advice comes from Duct Tape Marketing's John Jantsch, whose superpower, curiosity, has helped him become "really, really good at everything [he does]." And everyone, he says, has at least one superpower.Although it may seem a bit simplistic, if you really take the time to think about your greatest strength or qualitybe it resourcefulness or creativity or logic or intuitionand apply it every day to what you do, you'll at the very least be staying true to who you are and letting that guide you.Put in more comic-book-like terms:Your superpower is your greatest defender, it shreds resistance and that inner and outer critic that tells you something is hard and that you're no good at it anyway so why bother.Your superpower allows you to outsmart the fact that some of this stuff is just plain hard and no fun and not natural.Your superpower helps you tune out those invested in keeping you right where you are.Your superpower zaps fear.Over at Work Happy Now!, Karl Staib has previously suggested you can cultivate your superpower(s) by building a network of people who support you, "superheroes in your back pocket", as it were.The next time you're in a difficult situation or rut, try to summon up your superpower or see if applying your best quality can help. Photo by Zach DischnerSo what's your "superpower"?Written by Patrick Allan1. Decide What Style of Beer You Want to Drink with This Flow Chart2. Make Decluttering Easier by Ditching Items Youve Kept Out of Guilt3. "Confidence Is the Ability to Move Toward Things Wholeheartedly"

FollowIdentify Your Strengths and Weaknesses with the Superpower Exercise5,9221

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Patrick AllanFiled to: success strengths weaknesses mind hacks workToday 2:30pm Share to Kinja Share to Facebook Share to Pinterest Share to Twitter Go to permalink1Sometimes we're more than willing to work on our weaknesses, but the problem is we haven't taken the time to identify them properly. This exercise has you identify your traits and place them into three distinct categories.Whether you have trouble identifying the things you're good at or the things you need to work on, you'll have an easier time figuring it out this way. Val Wright at Inc. suggests you use these three categories to help you as you go: Superpower: It comes naturally.Energy Zapper: I can do it, but it takes effort and deliberate attention.Danger Zone: Others do this much better. Everyone has a Superpower, and now is the time to take credit for yours. You might have several of them, but be honest with yourself. Superpowers are things you can do without expending a lot of energy or anxiety. Once you've identified your Energy Zappers, practice those things so they might become Superpowers one day. After you've identified your Danger Zones, plan out some time to give them attention so they don't end up hurting you. They don't need to become Superpowers, but you don't want those things holding you back. Don't get down on yourself either, just be aware of them. With your strengths and weaknesses identified you know what to focus on.The first email I send to every new member of the my website, Living For Monday, ends in the same question: What is the number one thing holding you back from creating more purpose and fulfillment in your life? I get a wide variety of answers to this question. Some people say time. Others say money. Some people are waiting on the right idea or the right time to start a business. However, far and away the most common answer I receive to my question is this: People.In 2010, I had the wonderful opportunity to study abroad for a full semester at the University of Oxford, in Oxford, England. One of the most intriguing destinations I visited during travels with my girlfriend was less than a mile away from our lodgings. The Eagle and Child pub is similar to many other pubs in Oxford. Its dimly lit, serves beer at room temperature, and cider is an easy find. They have fish and chips along with other pub food. By all accounts, its just another common place in one of the greatest college towns (personal opinion) in the world. Except for one thing.You see, in the 1930s and 1940s, a very special group used space in The Eagle and Child to challenge and support one another while offering criticism on their best work and generally having a good time. The group would go on to produce some of the most read fiction and non fiction works in all of the world. J.R.R Tolkien, C.S. Lewis, Owen Barfield, Charles Williams, and several others formed a group called The Inklings, who used the pub as one of several locations for their "mastermind meetings." Whether directly or indirectly, this group pushed each member to create their best possible work. They pushed one another to reach their full potential and hone their writing to make it the best in the world.While the 1930s may seem like a lifetime ago (it is) and the members of The Inklings may seem larger than life (they are), this group forms the perfect case study for why so many of our community members identify people as the single greatest factor holding them back from more purpose and fulfillment in life.

Surround Yourself with Remarkable PeopleDeep down, we all want to be pushed. We want to be challenged to put our best work into the world. We want to be understood, supported, listened to, encouraged, called out, and loved by people that care about us. We want to be the average of five incredible people whom we constantly surround ourselves with. We want these things, and yet so many of us lack the right people in our lives to make it happen.The real problem here is that our relationships early in our lives and careers are largely a function of our location. We go to high school with the people who live in our neighborhood. We go to college with the people admissions officers decide are qualified to be in our class. We join a company based on incomplete information and a general lack of direction upon graduating from college. And one day we wake up realizing that the people we spend the most time with are not necessarily the ones that we want to be influenced by.Its a scary realization in that it leaves us feeling completely subject to chance. For a period of time, we wander around lost in thought trying to understand our alternative options. Eventually, we reach a decision point. Do I settle into a life of complacency and empty dreaming? Or do I do something about my dreams and find the people who will help me reach them?What Exactly is a Mastermind Group?A mastermind group is a collection of 4-8 creative individuals who meet on a regular basis to help one another reach their fullest potential. I think thats definition allows for the flexibility to fit most peoples needs. To get a mastermind group together, youll have to find 3-7 other people who will be as committed and dependable as you. Theyll need to be creative, which simply means theyre dedicated to achieving their dreams (and yours) through creative problem solving, goal setting, and accountability. Finally, everyone in the group needs to be willing to meet on a regular basis.This sounds simple enough, but theres much more that goes into forming a successful group than just understanding a common definition. In fact, "mastermind" as a term was defined and popularized as long ago as 1937, when Napoleon Hills Think and Grow Rich was originally published. So, if the concept has been proven to help millionaires make their fortunes and its been around for nearly 100 years, why arent we all in a group yet? Because it takes real work. The rest of this post will help you take action to successfully form your own group as soon as youre ready.How to Form Your Own GroupStep One: Know What You Want (and Need)There are three questions (via Donald Miller) that we should all answer in order to reach our dreams:1. Who are you?What do you want?What did it feel like when you went for it? I think these questions nicely package the core topics you'll want to capture in your group: purpose, passion, values, strengths, vision, and mindset. By answering these three questions before you ever get started with a mastermind group, you guarantee yourself that youll seek out the right people to help you reach your goals.Who are you? There are four essential aspects of who you are that youll need to consider: Purpose: why on Earth are you here on Earth? Why do you do what you do? What are the beliefs you hold to be absolute truths in the world and how do they affect your words and actions?Passion: What are your interests? Which of your interests inspire you enough to become the best in the world? On what projects, topics, or interests do you spend most of your time?Values: What are the 3-5 ideals or short phrases that describe the way you live your life, make decisions, and want other people to think about you? What values have you demonstrated through your actions in the past? What do you need to start doing, stop doing, and keep doing to make sure your actions reflect your values?Strengths: What are your innate talents and tendencies that you were born with? How do you do your best work? What are examples of situations in the past when you were at your best and how can you replicate those situations in the future? Get to the bottom of each of these questions on some level before you try to setup a mastermind group. Without this information, it will be hard to know what type of people are most likely to align with who you are to help you reach your goals.What do you want? Again, like knowing who you are, there are four essential levels on which you can consider what you want: Vision: Your vision encompasses the complete picture of what you want your life to look like. It includes how you want family, friends, and colleagues to think about you when you reach the end of your life. Most importantly, it includes the aspects of what you consider to be a fulfilling, impactful life.Long term goals: Your long term goals, or BHAG, paint a picture of your next 10-25 years. How will you know you are on the path to a life of fulfillment and impact over that timeframe?Short term goals: Over the next year, what do you need to accomplish or maintain under each of the seven fulfillment factor categories in order to remain on track to reach your long term goals and life vision?KPIs: Under each of the seven fulfillment factors, what daily, weekly, and monthly practices or habits will allow you to reach your short term goals? The seven fulfillment factors include: career; financial; relationships; faith & spirituality; health & fitness; mental & learning; travel & adventure. Establishing a full breakdown of what you want will help you communicate how your mastermind group can help you reach your goals and ideal lifestyle. Without a clear vision, it may be difficult to effectively use your group to your advantage. Our goal setting course in the Impact Toolkit helps you establish each of these levels of goals. What did it feel like when you went for it? This one is actually pretty straight forward and helps you form the mindset and motivation necessary to go for what you really want in life. Take the time to imagine exactly what it will feel like when you reach your 1 year, 10 year, and lifetime goals. How will you feel about yourself when you make them happen? How will your family, friends, and colleagues feel about what youve accomplished and the way youve lived?The answers to these questions form the basis for the motivation youll need to take on the tough daily tasks to help you reach your goals. That includes the process of seeking out and forming a mastermind group.Step Two: Seek Out People with Similar Goals and Experience LevelsAlright, you know who you are and what you want, and youve got the motivation to make it happen. You know that other people can help you reach your goals faster and with more creativity, now what?You need to locate your people aka the people who will form the core of your mastermind group. This is partly an exercise in trial and error, as some people are likely to come and go from the group. However, the more intentional you can be at the beginning, the more likely you are to form a core group that stays together for many years, just like The Inklings, who met regularly for nearly 20 years.Youre looking for people who have three key characteristics:1. They seem to have answered the three questions.They have similar goals to yours.They have a similar experience level as you. Ill use a personal example to illustrate this step and then give you a couple of methods for finding your right people: Im in a mastermind groups with three inspiring, creative, and dedicated individuals. Weve accomplished a lot together, which Ill cover in more detail later, but for now, how did we find one another? Well, we all met at World Domination Summit, which is a ready made gathering of people who share alignment of values and a common desire to live remarkable lives. From there, it was simply a matter of finding other individuals with similar goals and levels of experience.So, how can you find the people who will make up a great mastermind group? Here are a few ideas to get you started: Attend networking events in your area. Have as many conversations as possible, and take notes on the ones that are most interesting and engaging.Attend conferences that have messaging and storylines that appeal to you.Ask your mentors, family, friends, and close contacts for recommendations of people that meet the three key characteristics from above.Search for blogs that seem to contain similar messaging, goals, and mindset as you. Once you think youve found the right people, youll want to have conversations with each one over Skype or in person to see if theyll actually be a good fit.Step Three: Create StructureOnce you have a solid group of 3-7 other individuals, take some time to create a proposed structure. There are many formats that can work for these meetings, so youll have to try different things out, keep what you like, and discard what you dont. However, in my groups weekly meetings for the past year, I think its safe to say that weve all benefitted massively. Here is a list of some of the groups accomplishments this past year: Six figure ebook launchLaunching 1,000 member membership siteCreating an iPhone appLanding $100,000+ in fundingFeatures in Smashing Magazine, Lifehacker, Entrepreneur on Fire, Blogcast FM, and more I would bet large amounts of money that as a group, we would not have completed as many exciting projects, made as much money, been featured around the web, or, most importantly, impacted as many lives without our weekly meetings. So, based on our experience, here are a couple of ideas for meeting structure that have worked for us: Have regular meetings, preferably every week or every other week.Hold the meetings at one consistent time that works for each person in the group.Expect each person to attend unless they tell the group ahead of time.Meeting in person is best, by video chat is second best.Set specific goals at the end of each meeting and write them down on a shareable document.Give each person the opportunity to update the group on their progress as compared to their goals at the beginning of the meeting.Each week, focus intently (20-30 minutes) on one persons specific challenges or goals by offering feedback, advice, and criticism to help them create even better ideas or solutions.Respecting a time limit usually means that more gets done, but if the group is crushing it on a particular problem by building creative solutions, then dont stop the flow.Coming prepared makes for a more productive meetingif someone needs the hot seat, as we call it, on a given week, they will get better feedback by sending out reading or materials for which they want feedback ahead of time. If you put these structural pieces into place from the very first meeting, then youll be off to a great start. Once you choose which elements you think will work best for you and your group, be sure to send the proposed structure out to the group. Ask them to offer feedback and suggest alternative options. Incorporate everyones thoughts so they feel ownership of the group as well.Step Four: Start Compelling ConversationsIn addition to the regular practices weve put into place, Ive also found several other methods for creating compelling conversation during your mastermind meetings through my coaching, consulting, and research. Many of these are based on an educated hypothesis that theyll work well in a group, so be sure to try them out for yourself before promising their rainmaking potential. The Inklings had a really interesting practice wherein they would write pieces of literature or non-fiction and then read them aloud at the group meetings. The criticism and feedback in return was raw, substantial, and sometimes harsh. But through this continuous sharpening of the expression of complex ideas, thoughts, and stories, each member became ever better at their craft.Craft annual plans at the beginning of each year (or every 12 months), ask for feedback, and check in every quarter or half year on progress. By stating your biggest goals for the year out loud, they immediately become more rule. By being held accountable for those goals, they become much more likely to be reached.Create bucket lists or impossible lists that you read out loud to the group. This will allow the group to get to know each other better. It will also allow your peers to push you towards your real dreams rather than allowing you to settle for second-tier dreams because youre scared of failure.Undertake common readings (books, periodicals, or blogs). You can take this in many different directions. You could spend the first 15 minutes of each meeting in a book club type format. You could pick one periodical or blog article per person per meeting and discuss them for the first 15 minutes.Discuss real life case studies. Identify specific examples of excellent, inspiring performance within your industry or area of interest. If we were going to do this in my Mastermind Group, we would take on comprehensive studies of specific, successful blogs and communities. Then, at our meeting, we would discuss the most compelling successes and failures of the community, pulling out the most important insights and applying them to our own blogs/businesses.Conduct 30 minute workshops. If you get the right people for your group, each one will have a unique skillset that you could learn from. Once per quarter, someone in the group could give a 30 minute workshop or walk through of a process or skill that has helped them reach their goals. For example, in our group, we have informally learned a ton about web design from Nathan, video editing from Caleb, and copywriting from Krista.Get together in person once per year. Getting together in person changes everything about the dynamics of the relationships within your Mastermind Group. Working relationships turn into friendships, and the creative ideas that come from the meeting are even more impactful than over video chat. Work hard to plan a specific group retreat or plan to attend a conference where you can all meet up. These are just a few ideas for taking your mastermind group to the next level once you have it up and running. You are equally capable of brainstorming creative and compelling sparks for conversation within your own group. Try different strategies and see what sticks. Different people will respond to different stimuli, but you can be sure that you will learn from each passing experience.

Get StartedRight now, take the time to answer the three questions and then look up conferences, networking events, or specific people you believe might be great for building your mastermind group. You are in control of both of these actions, so schedule a work period on your calendar to make it happen. There is nothing holding you back. Whether youre a young professional just kicking off your career, a new business owner, or a seasoned career veteran, you can benefit from surrounding yourself with incredible people.