Set strategic goals that focus group energy in opportunity engagement

depositphotos_beach-300x300Strategic for Dreambounded Leaders relates to identifying an energetic arena that resonates, rather than ideas that seem logical, as the fundamental guide. As an example of an energetic arena, consider the energy of a warm sunny beach, and the very different energy of a football or soccer game. In the first case, the energy might be relaxing with the constant sound of waves gently lapping on the shore and a warm gentle breeze. In the case of an athletic contest the energy is often intense with lots of cheering and anticipation. Those, for the purposes of Dreambounded Leadership, are two different energetic arenas.

From the standpoint of a Dreambounded Leader, choosing one or the other to engage in could lead to very different strategic goals. Those two different energetic arenas will tend to resonate with different people at different times. In both cases, there are lots of different things a person could do in either energetic arena but regardless of what they choose to do, the energy remains the same and they likely will only spend time there if the general energy resonates with them.

A great example of a strategic goal that is energetically founded, is President Kennedy’s goal that he delivered in person before a joint session of Congress May 25, 1961 when he said:

“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.”

At that time, the energy around things to do with space was resonating with an increasing number of people, and Kennedy tapped into that energetic arena in a way that had many people all around the world wanting to be involved. His was an energetic goal that was at the time opposed by a number of people as illogical considering the cost and the idea that the money should be used to fix problems here on Earth. This illustrates the difference between opportunity focus (energetic intuition guided) and problem solving focus (systems guided).

As is often typical of energetically inspired strategic goals, the country’s (and world’s) engagement proved to be opportunity rich and threw off massive numbers of advances in many fields including: health and medicine, computer technology, transportation, environmental and agricultural resources and much more. What is talked about much less is the massive impact on both individual and group experience – it was a really exciting project at virtually every level of engagement. In other words, that strategic goal began rich and rewarding new experiences for a lot of people.

A quote that highlights that perspective is one I often refer to from James Carse’s book, Finite and Infinite Games where he says,

“But what resounds most deeply in the life of copernicus is the journey that made knowledge possible and not the knowledge that made the journey successful. . . .

Indeed, the very liveliness of a culture is determined not by how frequently these thinkers discover new continents of knowledge but by how frequently they depart to seek them.”

Dreambounded Leadership primarily intends rich and rewarding new experiences and that kind of leadership continually creates and monitors strategic goals to keep those energetically guided adventures on track. Those so called advances that accompany them are indeed wonderful new resources that may open the door to more new experiences, but the Dreambounded Leader does not allow them to become guides for what is next.

Take some time to discover the common energetic arena that resonates with you as leader and your group as a whole. Then come up with a strategic goal that has everyone in the energetic arena that calls out to them, not because it makes sense but because it energetically calls out. Remember, this sort of strategic thinking applies not just to leadership at work but also strategic goals can be great things for the family.

Strategic leadership expects that creativity will naturally occur in the energetic engagement itself and will typically create an abundance of new knowledge, systems and resources. Most importantly, you and your group will have the rich and rewarding new experiences that support a lively culture where the group thrives, instead of just survives.

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