|
|
Accelerate:
People who create successful dual systems center the creation of great urgency around opportunity, not vision…
|
134 |
|
|
Accelerate:
…vision statements, as a vehicle to build urgency, all too easily make people feel as if they are being talked down to, and – big surprise – they don’t like being treated [that way].
|
135 |
|
|
Accelerate:
’Strategic initiatives’ tend to be arenas in which action needs to be taken to move an organization toward a change vision, or to implement a strategy.
|
136 |
|
|
Accelerate:
People who feel stupid will often act like a mule: they will stubbornly refuse to move.
|
137 |
|
|
Accelerate:
A well-crafted Big Opportunity statement can be comprehended by a clerk or a factor worker – and has the potential to create a true sense of urgency… anywhere.
|
137 |
|
|
Accelerate:
Exceptionally few people are hooked – in terms of strong positive feelings of urgency… if an idea is all head and no heart.
|
138 |
|
|
Accelerate:
A lack of clarity will always, at some point, undermine the development of a dual system, as people rush off in nonaligned directions.
|
140 |
|
|
Accelerate:
A Big Opportunity must be rational (why us, why now, why…), emotionally compelling a sincere, positive authentic appeal to the heart), and memorable (clear, short, no jargon).
|
141 |
|
|
Accelerate:
…it is very difficult to look at data and evidence from the field and come to any other conclusion than that our world will continue to accelerate, quite possibly at an increased rate.
|
174 |
|
|
Accelerate:
If we don’t shift to a new way of operating, the consequences will be severe… for the many billions of people living on our planet.
|
174 |
