Category Archives: Decision making

Some questions to help inform your life

REFLECTIONS : Some questions to help inform your life

 

A year from now you will wish you had started today.

— Karen Lamb

“They always say time changes things, but you actually have to change them yourself.”

– Andy Warhol

 

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The aim of these questions is to help stimulate insights and/or to help provide a new perspective.

 

  1. What are my core values and drivers right now?
  2. Who am I becoming?
  3. What am I settling for?
  4. Where do I focus my attention?
  5. How am I using my gifts?
  6. What would I like to learn right now
  7. What am I holding onto that I no longer need?
  8. How much time do I spend with people who inspire me?
  9. How much time do I spend with people that drain me?
  10. What would I do if I knew I couldn’t fail?
  11. How can I be happy in my career?
  12. How can I be sure that my relationship with my family is an enduring     source of happiness?
  13. How can I live my life with integrity?
  14. What one thing could I change for the better right now?
  15. Who do I need to speak to or seek help form to achieve any desired change(s)?
  16. How will I know that I have achieved a specific change?
  17. Do I need to prioritise or sequence these changes?
  18. Is there another question I want to ask to inform my thinking?

 

 

Putting it together (considering importance right now to you and interdependencies).

 

Questions What does this mean for me? What will I do?
What are my core values and drivers right now?

 

Who am I becoming?

 

What am I settling for?
Where do I focus my attention?
How am I using my gifts?

 

What would I like to learn right now?

 

What am I holding onto that I no longer need?

 

How much time do I spend with people who inspire me?

 

How much time do I spend with people that drain me?

 

What would I do if I knew I couldn’t fail?

 

How can I be happy in my career?
How can I be sure that my relationship with my family is an enduring source of happiness?
How can I live my life with integrity?
What one thing could I change for the better right now?

 

Who do I need to speak to or seek help from to achieve any desired change(s)?

 

How will I know that I have achieved a specific change?

 

Do I need to prioritise or sequence these changes?

 

Is there another question I want to ask to inform my thinking?

 

WHAT HAVE I LEARNED FROM CONSIDERING ALL OF THESE INSIGHTS?

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“The best thing you can do is the right thing; the next best thing you can do is the wrong thing; the worst thing you can do is nothing.” -Theodore Roosevelt

 

You’re braver than you believe, and stronger than you seem, and smarter than you think.” –A.A. Milne

 

THINKING LIMITATIONS

DECISION MAKING INSIGHTS

RULES OF LIFE

CRITICAL THINKING – discover your thinking style

 

CLOUD LIGHT WEB

Peter Cobbe coaching

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View Peter Cobbe's profile on LinkedIn

  • NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetingsMy career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the  Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
    I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”Specialties: Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • Senior Executive mentoring
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left? 

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman

For a free exploratory discussion on 1 to 1 or GROUP learning/coaching sessions contact me on:

cobbep@gmail.com

or

via  my Linked In Profile

View Peter Cobbe's profile on LinkedIn

DECISION MAKING INSIGHTS

DECISION MAKING INSIGHTS

 leadership+2010

Optimal decision-making depends on a complex interaction between environmental forces, quality of thinking applied, best use of expertise, desired outcomes and a strong awareness and response to drag and enabling factors.

Whilst higher value outcomes are more likely to be generated from reliance on high quality qualitative and quantitative data there is no guarantee of data perfection over time.

Furthermore, how data is generated and used depends on the expertise, assumptions and awareness used to synthesise and translate findings into short and longer-term actions (tactics and strategy)

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EXTERNAL FACTORS – predicted and unpredicted

Political landscape

Economic issues

Sociological changes

Technological change

Legal impacts

Environmental issues

Competitive landscape  : current and transformational

 

Drag factors

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  • Unwarranted internal political interference /power plays/fiefdoms
  • The impact of PESTLE factors if not considered carefully
  • Poor competitor intelligence – known and unknown moves and plans
  • New entrants/ sudden shocks to the market
  • Lack of appropriate expertise to assemble, disseminate and translate data
  • Lack of agility and implementation expertise
  • Lack of cultural aims and dissemination throughout the organisation
  • Lack of continuous learning, creativity and innovation
  • Lack of stakeholder interaction and understanding
  • Lack of risk awareness
  • Poor ethical /moral stance

 

 Enabling factors 

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  • Best expertise in place with a mandate to act
  • Agile leadership and implementation
  • Organisation design to deliver
  • Optimal Stakeholder understanding and interaction
  • Critical and sensitive awareness/ response to PESTLE factors and competitor intent plus potential new entrants /market shocks
  • A culture based on the ability to learn, evolve, be creative and reinvent
  • A balance between evidence and intuition
  • Risk awareness and governance
  • Commercial and Market astuteness with value creation aims

 

 

SUMMARY – what makes it all work?

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  • Being well informed – excellent external and internal intelligence and feedback systems
  • Being well organized- to deliver through culture, people, processes and systems
  • Being agile, adaptable, creative and evolutionary – to embrace and lead on change
  • Being in control of the commercial context – to enable best returns and future investment

 

MODEL decision 

 

 

 

 

 

 

 

 

 

Drag factors

 

  • Unwarranted internal political interference /power plays/fiefdoms
  • The impact of PESTLE factors if not considered carefully
  • Poor competitor intelligence – known and unknown moves and plans
  • New entrants/ sudden shocks to the market
  • Lack of appropriate expertise to assemble, disseminate and translate data
  • Lack of agility and implementation expertise
  • Lack of cultural aims and dissemination throughout the organisation
  • Lack of continuous learning, creativity and innovation
  • Lack of stakeholder interaction and understanding
  • Lack of risk awareness
  • Poor ethical stance

 

 

Enabling factors

 

  • Best expertise in place with a mandate to act
  • Agile leadership and implementation
  • Organisation design to deliver
  • Optimal Stakeholder understanding and interaction
  • Critical and sensitive awareness/ response to PESTLE factors and competitor intent plus potential new entrants /market shocks
  • A culture based on the ability to learn, evolve, be creative and reinvent
  • A balance between evidence and intuition
  • Risk awareness and governance
  • Commercial and Market astuteness with value creation aims

 

 

SUMMARY – what makes it all work?

 

  • Being well informed and sensitised to the environment – excellent external and internal intelligence and feedback systems
  • Being well organised and ethical  to deliver through culture, people, processes and systems
  • Being agile, adaptable, creative and evolutionary – to embrace and lead on change
  • Being in control of the commercial context – to enable best returns and future investment