Leadership Concepts with David Deane-Spread

Delay as Agenda Setting — HBS Working Knowledge

2011-04-11T23:39:00.000-07:00

I've been at too many meetings where delayed decisions are too common, bogging down progress. Harvard Business School has a useful paper on this tendency. It's worth a read: -
Delay as Agenda Setting — HBS Working Knowledge

Seven secrets to hiring Gen Y

2011-04-11T20:25:00.000-07:00

Best selection and recruitment remains the foundation of forming the right team.
Gen Y are a necessary part of the workforce with much to offer and must be considered in your succession plan. Smart Company have these tips to help you with engaging Gen Y: -

Seven secrets to hiring Gen Y

Seth's Blog: How to fail

2011-04-11T05:07:00.000-07:00

Here's a great post by Seth Godin on the value of failing effectively!
Give it a go and surprise yourself and your people.

Seth's Blog: How to fail

Strategy, Tactics, Implementation and Execution - Know the Difference

2011-03-09T00:44:00.000-08:00

Ever been to a strategy meeting and become frustrated by people only talking tactics?

Ever wondered why there's too often a gap between strategy (planning) and the outcomes?

A frequent contributor is the lack of understanding and clarity about the differences between strategy, tactics, implementation and execution.

Here's a link that puts them all into perspective with each other.

A Core Insight That'll Help Leaders Be More Effective

2010-12-12T01:44:00.000-08:00

I saw this TEDx presentation and realised how useful it was for leaders to get.

It's about the power of overcoming shame - a fear related to our worthiness to connect with others.

Watch this link, and see how you'd apply it to self and those you lead, then reap the benefits.

Until next time!

Time to Move On..to harness Unconventional Wisdom and face Uncomfortable Truths

2010-10-07T03:53:00.000-07:00

After more than a decade serving leaders at all levels, I've decided to move on...to focus only on senior leaders - directors, C-suite executives and their direct reports.

Why? Because unless the senior leaders go first and embed better knowledge into their own fully developed beliefs - so that they behave in accordance with the better knowledge, then the status quo remains unchanged and that is decidely unremarkable.

Working with mid-level and senior management (as opposed to leaders) without the full support and modelling required of senior leaders, then good people leave and the rest revert.

Senior leaders must not only possess life and business skills, attitudinal competence and effective leadership behaviour. They must also harness unconventional wisdom and address uncomfortable truths. Anything less is merely keeping the status quo, and those leaders are forgettable.

So stand by, we are moving on to embrace ways of harnessing the unconventional wisdom and addressing uncomfortable truths.

What are the pearls of uncoventional wisdom in your organisation; and what are the uncomfortable truths that must be faced? For therin lies your legacy - you either made a real difference or you just kept the status quo.

Let me know your thoughts.

Until next time.

David Logan on tribal leadership | Video on TED.com

2010-06-03T06:25:00.000-07:00

David Logan on tribal leadership Video on TED.com

11 new ways to be a better boss - Business news, business advice and information for Australian SMEs | SmartCompany

2010-06-02T22:03:00.000-07:00

11 new ways to be a better boss - Business news, business advice and information for Australian SMEs SmartCompany

Seth's Blog: 16 questions for free agents

2010-06-02T19:03:00.000-07:00

Seth's Blog: 16 questions for free agents

The secrets of great customer service - Business news, business advice and information for Australian SMEs | SmartCompany

2010-05-26T00:51:00.000-07:00

The secrets of great customer service - Business news, business advice and information for Australian SMEs SmartCompany

SSRN-Just Say No to Wall Street: Putting a Stop to the Earnings Game by Joseph Fuller, Michael Jensen

2010-05-17T17:45:00.000-07:00

SSRN-Just Say No to Wall Street: Putting a Stop to the Earnings Game by Joseph Fuller, Michael Jensen

How Great Leaders Inspire Action

2010-05-16T02:22:00.000-07:00

Enjoy and employ the learning from this video!

To your success.

Seth's Blog: Are you an elite?

2010-05-11T08:02:00.000-07:00

Seth's Blog: Are you an elite?

Can We Make These Changes?

2010-03-24T22:11:00.000-07:00

Here I am in my 62nd year reflecting on how life has been so far, and what I've learned that I'd like to see embraced by all of us.

I'm grateful for everything I've learned and I commit to sharing it with those who are willing to listen.

As we lurch deeper into an uncertain yet exciting future, I stand for the acquisition of Attitudinal Competence and Effective Leadership Behaviour so that we may achieve these wondrous outcomes: -

1. The courage and compassion to forgive authentically distressed debt. What is the point, unless you wish to plunder and take advantage of your fellow? How would you wish to be treated if you were the distressed debtor?

2. The sense to stop "making" money from money - money was designed to allow fair exchange for goods and services. There's no point in making money from money, as there's point in making shells from shells - the forerunner to money. Making money from money is a stupid illusion. I advocate for the dismantling and eventual outlawing of the making of money from money - and that includes usury. Greed - a form of fear - is at play when we make money from money and charge interest beyond the recovery of costs caused by making the loan.

3. The courage and wisdom to make sufficient profit, instead of maximum profit. Again greed is at play when we go beyond making sufficient profit.

The qualities we need to bring about these changes are courage, wisdom, freedom, responsibility and choice.

Our law is also an indicator as to what we can do.

Show me the law that prohibits forgiveness of debt - there is none.
Show me the law that enforces the charging of interest - there is none.
Show me the law that requires the maximising of profit - there is none.

These are insane and unsustainable acts - enforcing distressed debt repayment; usury; illusory "gain" from "money-making" when all money is really debt!; maximising profits - only achievable by win-lose transactions.

Who's got the courage, wisdom, choice, freedom and responsibility to begin curbing these practices?

Or shall we condemn our children to the oblivion of debt servitude and even demise as a life form?

Is there anyone willing to invest in curbing these practices?
Is there anyone who sees the insanity of the excesses of commerce by the many, causing the need for philanthropy by the few?

Are we that blinkered or scared that we cannot see a better way?

Can we see the connection between our excesses of commerce and the state of our economies; our environment; our societies; our health; our sustainability as life form on this planet?

The excesses of commerce are designed for control, and the desire for control is fueled by fear alone. Unreasonable fear.

What do you say?
What will you do?

Until next time.

The Wings of Success

2010-03-23T00:23:00.000-07:00

There are two things sustainably successful enterprises do better and more than others - watch this video to discover what why and how.

Here's to your success

CEO's - Take Heed!

2010-02-22T22:04:00.000-08:00

Recent research shows many Australian CEO's (58%) fail to measure or plan productivity improvement.

This points to a failure in the two wings of success - workplace attitudes and effective leadership behaviour.

Read the article below to discover more.

Australia has a productivity problem and our CEOs are to blame: Gottliebsen - Business news, business advice and information for Australian SMEs | SmartCompany

To your success.

Successful Change Implementation

2010-02-10T08:40:00.000-08:00

Every business is facing major changes. Making sure the changes are succesfully implemented is a primary responsibility of the leaders. Here's a presentation that helps you to make sure your change implementation really works.

Here's to your success!

Best Process for Improving Workplace Attitudes

2010-01-29T02:15:00.001-08:00

Improving workplace attitudes is a constant challenge for leaders. The challenge increases when implementing changes or facing difficult times.

However there is a solution that works every time, and this presentation shows you how.

To your success!

SmartCompany reports Survey Finding of CEO Turnover Soaring during Downturn

2009-11-26T21:40:00.000-08:00

Patrick Stafford of SmartCompany.com.au reports on the Booz & Company CEO succession survey revealing thatthe number of chief executives forced out of their positions has risen, with Australia's turnover rate reaching a massive 22% during 2008.

For more go here.

What can we learn from this and what actions could corporations and their CEOs take to minimise any detrimental effects arising from this?

Until next time..

Dan Pink on Motivation

2009-11-04T17:16:00.000-08:00

Dan Pink gives us some great insight to motivation and what really works. If you are fascinated with really making a difference as a leader, this talk will interest you.

Click on this link to watch the TED talk he gave on the subject.

Until next time.

The CEO as Arbourist

2009-05-16T21:05:00.000-07:00

These times have caused me to realise the omni-presence of nature - even on commerce and business!

Watch out for my partnered forthcoming booklet "Success with the 7 Universal Laws".

That said, if you are a CEO and can't get a single tree to grow and flourish, please reconsider whether you are yet ready for CEO-ship.

If on the other hand, you know how to plant, grow nurture and sustain a tree to its magnificent maturity, then you can apply precisely the same methods to your organisation and achieve the same sustainable success.

Here is a reminder of the methods: -
1. Understand how trees work - their requirements; how they function; how they communicate between cells, roots, limbs, leaves, flowers and fruit; their particular characteristics, including their particular vulnerabilities and uses.
2.Plant the right seed or seedling in the right ground at the right time.
3. Nurture the seedling and protect it from pest and disease.
4. Ensure the right nutrients and water are present and regularly weed in and around its growth area.
5. Once sufficient growth has occurred, ensure through wise pruning and continuous attention to nutrients, water, soil condition, seasonal effects and pests and diseases, that the tree forms as beautifully as it can.
6. Be cognisant that the tree will need time to rest, recuperate, regrow and refruit, and that at each of those times, the tree needs different kinds of attention - and you must know what kind of attention to give it and when.
7. Ongoing judicious pruning and nurturing will keep the tree attractive healthy and performing as desired for longer than your lifetime.

Imagine now that your organisation is a tree. Make the correct analogies and metaphors with the parts of the organisation and the tree. Examine the conditions and treatment you provide the organisation, as a whole and its parts.

If it were a tree what would you do differently?
Are your expectations of the organisation different to that you'd expect from the tree?
What additional expertise do you need access to, however temporarily, that helps your organisation to become sustainably beautiful?
What changes in environemnt must you be perpetually aware of, in order to ensure your organisation can flourish through the changes?
What particular skills will you need to improve to remain as head arbourist of your organisation?
Are you training a line of arbourists to succeed you, to ensure the organisation remains sustainably beautiful?

Here's to your success!

CEO Behaviour in Tough Times

2009-05-01T02:08:00.000-07:00

The more I see what many large organisations are doing right now, the louder I'm shouting "CEO, please model the attitudes and behaviour that will rectify the true cause of these times!"

Here are key bevahiours and actions I'm recommending for CEO's: -

1. You must be accountable for modelling the core values of the organisation, and equally insist upon the same from your leadership team and all team members. It's tempting to focus on the bottom line alone during these times, and do anything that will achieve survival. That is succumbing to fear and failing to recognise the greatest drivers are the values that are held and acted upon at any time, not just tough times.

2. You must be strategic in cost savings, not global. Invest in relationships with all stakeholders and best service delivery. Invest in skills improvement, efficient structure, minimising bureaucracy, improving the culture and innovation.

3. Remove your addiction to maximising profit growth - it's never been sustainable and is the prime cause of the current tough times. It's time to remember that everything has a natural cycle of seven stages - Creation; Growth; Fruiting; Maturity; Decline; Death; Recreation. If you force a stage to be prolonged, you will pay the price in a prolonged unwanted stage. That's nature and everything is subject to it - even commerce.

4. Courage and positivity are now needed in large doses.

CEO, if you are not up to these, or can't make them happen in your team, get help now or move over for someone who can.

Chief Executives - Rethink Your Priorities Now

2009-04-07T21:26:00.000-07:00

The CEO Institute's survey of 226 Australian Chief Executives finds a surprising level of confidence that the worst of the financial crisis will be over within 12-18 months. Respondents nominated their three main challenges for the remainder of calendar 2009 as maintaining sales, refining their leadership style in lean times and motivating staff. From CEO Online.

If their first priority was refining their leadership style for all times (not just lean or flush times), they would foster and engage motivated staff who delivered a great workplace attitude. That would result in more revenue (sales), more innovation (new revenue possibilities), and lower costs.

Lowered costs would come from fewer talent replacement requirements; more committed engaged staff who recognised the need for prudence in expenditure, whilst not starving the sources of revenue.

It's time senior leaders faced up to the realities of their impact on workplace attitudes.

It's time the board members faced up to their role as champions of the staff, not just the passive shareholders.

It's time senior leaders saw all this as their bare duty, and not as a means of achieving their incentive plans - all of which should now be on hold.

A Leader's Creed

2009-03-22T23:06:00.000-07:00

I believe in the omnipotent intelligent energy
That is the universe and everything in it

I believe our supreme purpose is unity
Through achieving our worthy visions

I am aware of my strengths and weaknesses
I strive to improve myself in every area

I always question my limiting beliefs
Accepting the lessons from each experience

I share a vision, far greater than my selfish wants
My purpose is achieving our vision of the highest good for us all

I treat us as I wish to be treated
I acknowledge our achievements

I seek power only over myself
I seek only to respectfully influence persuade and encourage others

I will not suffer the vanity or doubt of my and others’ ego
Nor its greed and kindred unresolved fears

I seek no status, except as a trustworthy friend
I seek no recognition beyond being a part of the whole

My fear is a caution, not a command
I face and speak truth with courage

Difficulty strengthens my resolve
And stimulates me to innovate

I lead only us who choose to follow my example
And though I may lead us, I place us before me

I champion open and respectful communication
I defend our free will and associated responsibility

As I am prepared to lead, I am also prepared to follow
Subject to the worthiness of the vision and the example of the leader

My worth is measured only by my service to
Our empowerment, our world and the achievement of our vision.

©David Deane-Spread

The Magic Potion for Leadership that Works

2009-02-26T19:25:00.000-08:00

Regardless of genders, generations or cultures within an organisation, the leader must be able to gain, keep, and productively use the full engagement of most of the people in the organisation. If that doesn't can't happen, failure is likely and mediocracy is assured.

Whilst much focus has been given to the four different generations in the workplace (not to mentiuon the two genders), and their special 'needs', there is a magic potion that solves most issues in all areas. Can you guess what that is?

If you said communication skills, knowledge and track record, you'd be wrong.

The magic potion is simply the earning of respect and trust!

Like any recipe however, it's not only the ingredients that matter, but also how they are mixed and delivered.

It is impossible to gain the right kind of trust (I can trust a terrorist to be harmful!) without first earning respect. Trust is then about the consistency of care and competence.

For information on how to earn and even re-earn respect go here then click on the title "The Power of Respect".

Until next time,

The Most Overlooked Strategy to Add Value to the Organisation and Make it Easier to Lead and Manage

2009-02-12T23:38:00.000-08:00

Several respected surveys reveal the biggest concerns directors and CEOs have are: -
· The value and reputation of their organisation
· Governance and ease of leading and managing the organisation
· Attracting and retaining talent
· Innovation in products and services
· Competition
· Global economy

The global economy and competitive activity are largely outside their control. The remainder are fully in their control.

Nevertheless, having sufficient resources, talent, products/services and opportunity does not guarantee sustainable success.

However, by ensuring that workplace attitudes are positive and useful, and supported by great leadership behaviour, the organisation can readily harness the resources, talent and opportunity to enhance value and make managing the organisation easier.

The challenge is how to develop attitudinal competence in the workplace and develop great leadership behaviour, in a manner that is measurable, effective, efficient and sustainable.

Here is a guide that can be adapted to suit the organisation: -
1. Identify the current status of the organisation, through a standard SWOT process and survey of the culture and leadership.
2. Identify the key areas of concern in operational aspects e.g. meetings; plans; systems; performance; results.
3. Identify the key results areas that must improve as a consequence of the intervention.
4. Design the program that delivers the attitudinal competence and leadership behavioural skills. Include operational skill improvement where needed.
5. Deliver the program, comprised of experiential development/training supported by on-the-job coaching, beginning with the senior leadership team, then middle management and front line management and then to all team members.
6. Measure and apply extra coaching where needed.

The program can be delivered within a six-month timeframe, with a further six-month measurement and adjustment period, followed by a review of key results areas improvement.

You should expect a 1000% return on investment.

Following the review design a cost effective sustainability program to keep the benefits reviewed and renewed.

WARNING: If the senior leaders aren’t willing to set the example and participate first – don’t bother – the good people will leave and the less assured will stay and revert.

If this interests you, go to www.daviddeane-spread.com for more about acquiring workplace attitudinal competence and great leadership behaviour that actually works.

Until next time,

Myth: The Special Case of How to Survive the Global Financial Crisis

2009-02-07T20:33:00.000-08:00

The GFC, as it is now being referred to, is merely a part of a cycle whose time has come. It's just been so long since it last appeared!

What blows me away is that it has now become the hot topic for media and people in my profession - and we are awash with their advice and solutions.

When you look at all the advice they give, which by the way is not bad advice, you can see that it is the same advice we'd give at any time in any cycle: -

1. Be prudent in spending
2. Don't waste resources
3. Simplify
4. Get better at marketing, production and skill sets
5. Maintain a positive attitude
6. Take care of your health
7. Collaborate more
8. Be innovative
9.Stay focussed on your goals
10. Help those who need it.

Problem is, when the good times are rolling we allow our excesses to run the show.

So maybe there's more good to come from the 'GFC' than we think.

Anyway, if I can help you please let me know.

Until next time!

Calling All Indigenous Leaders

2008-12-24T06:14:00.000-08:00

I am no different to anyone in terms of my humanity and opportunities.
True, past family members have suffered from the ignorance of their times, due to their bloodlines.
There is no longer any excuse.
When will we all stop using deep memories of lack, for they are past?
Is it not the case that we can all achieve with perseverance and effort?
When will we who are all unique, yet similar, do what works?
When will we lead instead of plead?
When will we let go of the past that didn’t work?
When will we value the best of the past and the present?
When will we leaders stop betraying ourselves and our people?
When will we see we are the Human family, regardless of colour, religion or geography?
When will we have the courage to face our personal responsibility for every thought feeling word and action and their consequences?
When will we admit, no matter who we are that we are each responsible for our personal destiny, apart from material accidents?
When will we recognise that people of all differences – age, gender, colour, religion, geography, physical and material circumstance, have stood up and shown us how?
When will we learn?

Front Lines : Before They Float Away: Keeping Women in Management

2008-10-02T01:43:00.000-07:00

Front Lines : Before They Float Away: Keeping Women in Management

Leading Your Company in a Recession

2008-10-01T06:58:00.000-07:00

With even the resource sector facing a downturn, as China slows its previous rapid growth, business leaders must think carefully about how they lead during this time.

Cutting costs across the board is certain insanity as key aspects of the business still need fiscal nourishment. Feed wisely that which earns revenue. Above all, cut out bureaucracy and simplify.

Retention of talent will remain a priority, and the surest way of that retention is through effective authentic leadership relationships, fair recognition and development opportunity - all of which benefits the business directly.

Focus on improving these three areas of the business - what you're best at; what earns the best revenue; what your clients like best about your service or product.

As the leader you must inspire realistic confidence in dealing with uncertainty. This is not the time for negativity from leadership.

Instead of thinking competitively, think collaboration. Never before have we needed to collaborate more. Strategic alliances are now more important than ever.

Regardless of the circumstances, outstanding attitudes in the workplace and outstanding leadership behaviour are your very best insurance during these times - make sure you understand how to embed these qualities in your business. If you don't understand, get help - it's that important.

Until next time.

The Best Leadership Action

2008-06-30T20:17:00.000-07:00

Imagine discovering the "one big thing" that makes all the difference to an organisation or a team, or a family for that matter!

Then imagine applying it abundantly - what do you think could happen?

So what's the one big thing?

That leadership chooses to focus on the best in every one, the best in the current situation and the best in the future., and that the leader behaves accordingly.

Commonsense will prevail in dealing with what's useless or harmful., however focussing on those aspects, in order to improve, will cause mediocrity at best.

Of course, the leader requires Courage to exercise this "one big thing"!

In fact there are another 9 C's that the leader must embrace in order for the "one big thing" to work effectively - Care; Commitment; Competence; Candour; Clarity; Confidence; Challenge; Connection and Consistency.

They aren't difficult or unattainable, but necessary.

Imagine if leaders all knew how to deliver on the "10 C's" and the "one big thing", wouldn't that be something? For ideas to acquire those skills check my web site http://www.daviddeane-spread.com/

Until next time.

Are The Blind Leading the Blind?

2008-06-22T01:50:00.000-07:00

There is little doubt that the current biggest leadership challenge is recruiting and retaining talent.

The cause of talent drainage, or for that matter, all employee movement, remains rooted in a single cluster - relationships with immediate leaders, being appreciated, seeing a worthwhile future.

The mythical excuse shared by those leaving and their ex-leaders is usually a little different - more money, more opportunity. There's where the blindness begins.

The outstanding blindness however is around the culture of leadership itself.

Leadership is promoted and seen as a reward for technical and operational performance. Leadership is a sign of success, bringing more status, more income, more "control" and more priveleges.

In reality, leadership is a choice to serve others, to make the hard decisions, to be respected rather than be popular, to experience loneliness, to commit to life-long learning and self-development, to give credit to others for success and accept responsibility for missed opportunity.

Most people are not trained to be leaders prior to being appointed to leadership roles. That seems to come later, and often, too late.

Imagine if all staff who have stayed for a reasonable period, say eighteen months or two years, were offered basic leadership behaviour and requirements, where they came to understand what leaders do best and how they behave in order to influence and persuade people to excel.

Imagine also if well planned lines of progression were offered to all staff, in order to grow their area of technical and operational talent and expertise, where such progression would give them access to more learning, more income and recognition, strategic and tactical input, and equality with leadership, without having to lead people.

Those people who chose not to do basic leadership would be declaring their choice to follow a different yet worthwhile path, whilst those who did do the basic leadership program and chose not to continue that path, would better understand leadership requirements and make better team members, whilst choosing the talent development path.

What would that do for talent retention, succession and sustainability, workplace improvement and productivity, and heaven forbid, leadership quality?

Finally, can you imagine the return on investment from this initiative?

If this interests you, email me!

Until next time (soon)!

The Essence of Workplace Safety

2007-08-02T21:14:00.000-07:00

The resource boom, the scarcity of employees and the need for staff retention strategies has helped increase the focus on safety in the workplace.

When one looks at where the energy for safety goes, it appears it's mainly in following management systems and processes that minimise risk, records what happens and adjusts policies and practices to close the gaps.

We also encourage safer operational behaviours like "Take Five"; "Behavioural Observation Process"; "Spot the Hazard" and other processes of a similar nature.

Safety is improving in most workplaces and the outlook is positive.

However, despite these safeguards, whenever an accident does occur, it's because one or more people have not been thinking effectively in the moment.

The evidence points to a lack of safety training that focusses on the skill of being attentive, thinking on "manual" in the moment, being very "present" to safe and productive operating.

I see very little training activity in this essential skill that not only improves safety but also productivity.

All the previously mentioned systems and process do little to prevent a plant operator from thinking about troubles at home whilst driving the plant - and that's when an accident happens.

How does the safety system prevent a machinist from thinking about his child's drug addiction, whilst he or she is operating the machine? That's when fingers get caught in machines.

The essence of workplace safety is having operators effectively thinking about what they are doing, not just doing it on "automatic" whilst thinking about something else. That's where the safety training requires additional focus.

Training and coaching in this skill is available - I work in this area through the Attitudinal Competence model - the ability to select one's best attitude for right here, right now!

Why not explore this possibility?

My best wishes to you.

David

From Brilliant CFO to Exceptional CEO

2007-07-18T07:38:00.000-07:00

Fiscal Management and Comparative Analysis are the hallmarks of the CFO, whilst Inspirational Persuasion and Influencing are the hallmarks of the CEO.

It's not about swapping skill sets, it's about adding and adjusting.

The journey from CFO to CEO can be traumatic for both the incumbent and the organisation.

I assert this journey must commence well before appointment, not once nominated.

Appropriate personal coaching is the most effective pathway that enables the flow of daily work to continue and delivers an exceptional return on investment.

Go for it now!

Leaders Must Tell Stories

2007-06-26T09:48:00.000-07:00

Assuming you already understand the core elements of telling a story, where to simply, for mastery, particularly if you are a leader or influencer?

My path began in an unusual way – creating cover stories for my undercover activities with the former Australian Narcotics Bureau, long since merged with the Australian Federal Police.

The longer or more sensitive the operation, the deeper the story required relevance (does it matter enough), evidence (credibility) and sustainability (worthy legs).

It seems to me that all useful and interesting stories require these same three values.
Leaders require story-telling skills. There is ample evidence that the greatest leaders were also great persuaders who used story-telling that had these same three values – along with all the core elements.

In order to deliver the first mastery value – relevance – research and understanding of the recipients (listeners or audience) is necessary. It’s determined by these two questions:
· Is the story relevant contextually?
E.G. We are here to master story-telling. Let me give you a true example of how this mastery can even change lives.
· Does the story evoke the required feelings?
E.G. Can you imagine how I felt when I told my colleague’s wife that I was responsible for his death?
The second – credibility – requires believable behaviour, examples, facts or materials. It’s determined by these two questions:
· What proof do you offer to support your story?
E.G. Here is the photograph/video/audio/report/representation of the scene.
· How congruent with context is the proof offered?
E.G. Can you see/hear/feel/sense the outcome?
The third – sustainability – requires clarity of purpose or goal, and persistent reinforcement of the former two values. It’s determined by these two questions:
· To what extent does your story directly assist the goal, purpose or vision?
E.G. Can you see what would be the most likely outcome of all this?
· Can you sustain probing of the story and the proof?
E.G. Her e are my scars/documents/corroboration and supporting evidence/details.

Now I realise there’s a book in the fuller treatment of these values, and that’s coming too. However, in the meantime, what do you think would be the result of your story-telling, if you not only focussed on content and delivery, but also these three values?
If you, as leaders, teachers, speakers and persuaders of all modalities, incorporated your current understanding of these three values into your stories, would that help you to be more masterful?