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  1. Today
  2. Torrance I struggle with the same thing. I can easily get caught up in simply getting tasks completed and rationalizing not taking the time to "think" because I don't have the time. I am starting to see that I can keep using this rational but I will simply be in the same place until I force myself to step back and think. I also agree that you have to have a strong team, or maybe like-minded people. A lot of times I feel where I work does a good job, but I wonder how much more we could accomplish if we worked smarter.
  3. Yesterday
  4. This was by far the best chapter to me. For me it is hard to the forest for the trees, because everyday you are pulled in so many directions and everyone needs one for something. this chapter provided some tools to help guide you to see the 50,000 feet prospective and to think things through. The CST model is my new approach to not get through my day, but to maximize and make sure things are efficient, prosperous, and effective.
  5. It may just be me, but you have to have a strong team around you for this approach to work. Great perspective.
  6. Last week
  7. When I was Director of Business Development I was hands on and I felt that I had to live by example in order for me to lead the BD team. Now as a VP of BD & Marketing I completely agree I have challenge myself to plan and strategies. At first I felt that I was not busy since I was sitting in the office researching and trying to empower my team in developing thinking skills. I started managing my time for efficient which allows me to still be visible in the community through the BD aspect but my number one priority is to think. 0 Like this
  8. I am working on the Picture. Everyone I try to upload is to large. When working out front is out of necessity more than anything. I don't have the luxury of working just to show a presence, there is always an plan.
  9. Ahhhhh.....did you address this from the negative. What if, the thinking translated to needing fewer team members to do the same or even better job and with less heartache. For example, everyone in our organization can look up the first interactions with Janine, what day, where they emails or calls, what was talked about, etc. FYI it was August 9, 2005 at 12:35 PM EST and this is just one of our approx 537 interactions (It's impossible to keep track of every thing and yet we're pretty good). We cut and paste whataspp and messenger dialogs. We have over 25328 names in our database, our filing systems across all the businesses we own are the same structure. We also use year-month-day 17-06-16 to file a document. Mind you this is just in one area of our operations. The thinking created the system that empowers the people. You'll learn GPP soon. My point, we need 50% or less people than most of the organizations I know in the same space AND I personally sleep like a baby knowing that we don't have to remember all this information. Thinking makes time, frees up resources, minimizes redos, helps retain employees, etc. One lost employee can be 50, 60, 70 hours of a headache. Just think about it.
  10. When you're out front, are you working from a plan with a Desired Outcome from the work OR just trying to be present in the front? There's a difference. Think about it. (and add a picture Torrance...pretty please)
  11. OK....everyone...I'm starting to get a complex. I've overloaded you and yet you love the tools. You're rethinking all sorts of behaviors and yet there is simplicity. All fabulous. Mind you I'll sleep well tonight. Tomorrow I worry about living up to your expectations.
  12. This section had some amazing points, but it also had a few catch 22 moments as well. I strongly feel leaders lead from the front. In my daily walk, I try to stay engaged with what is going on in the lobby of each branch as well as the branch managers. I use this information to analyze the process, people, and products. The catch 22 of this is, I get trapped in the day to day operations and now I'm not able to step back and think. Where is the happy medium to this? Does anyone else find themselves in this situation? What have you found that works best for you?
  13. Earlier
  14. Jeremy, I totally agree with you. Total system overload on this chapter. I love the great tools. I have started downloading some of the models to help keeping straight. I will probably also reread this chapter a few times as well. I also like how David simplifies charts and states don't add to this chart. So challenging in volume but simple in approach.
  15. I hadn't thought about the economics of thinking and true cost involved with not spending those extra moments thinking and planning a new project. Its true we are taught if aren't physically doing something we aren't working. Even reading can be thought of as non important. Research, is also, to be kept at a minimum to keep up with the ever changing world. But if we jump on an outgoing fade it could be very costly, with that extra research and thinking though could have prevented the major loss. I know now, I have to find more time to be able to use Enterprise Thinking in my job. Reading just the first part of this book has already opened a whole world or thinking. The hardest part I have with this is our number of employees is few so after normal day to day operation there is little time left for thinking and planning.
  16. Melissa, I agree, what would we see if we stepped out and up to 50,000ft? Would we see other credit unions trying to learn from our credit union or vice versa? In our credit union world, credit unions work together to help each other. So our bigger picture is way different then banks or other industries.
  17. I agree.. it's one thing to step back to get your own perspective. But it would take it to a whole different level getting an outsiders perspective.
  18. When I started reading, i found myself falling into the trap of applying ET to my day-to-day activities and operations and how this is going to work out. What I found pretty quickly is that it's necessary to regularly step back, to a 50,000 foot level, and review the credit union goals and strategies, both short-term and long-term, to be able to make necessary adjustments. This, to me, is something that gets overlooked too often and I need to remember to to step back to see thing more clearly.
  19. This chapter was like watching Saving Private Ryan. It was excellent but overwhelming and you don't know if you'd ever sit through it again. Seriously a lot of great tools in this chapter that gives me actual tangible things to work with. Loved the Cyclonic Strategic Thinking Model and Redefining process. I did continuously fight the thought "who has the time to do all of this!", but quickly fought that back with "how's your current strategy working for you?" and then set back to reading again. It's a bitter sweet chapter in that it feels so overwhelming where to begin in my circle of influence, but greatly appreciated the Positive Opposite Ultimate End approach, in that I can choose to look at the situation in a negative light and be overwhelmed, or can see it as a positive challenge.
  20. I especially liked this section of the chapter but would like to take it a step further. Not only do I want to see the big picture, I would like to have the 50,000 ft. perspective from other credit unions looking in on our credit union. If another credit union were looking in on us what would they see? What are they doing that we're not and vice versa. Where are we succeeding and where could we use some improvement? I think a lot could be learned and that's why forums, conferences, round tables are so important. Thank you for the opportunity to participate in this forum.
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