Radish Sprouts

Times Are A-Changin'

Change is here, whether or not we notice, are prepared for, or want it. Is your business or life where you want it to be? If not, what can you do about it? The answer is to make your own change.

Think of Bob Dylan's classic folk song written in 1964, which is just as relevant today, The Times They Are A-Changin'. As he sings, "start swimmin' or sink like a stone."

Practical Pointers for Handling Changing Times

1.	Realize that we are constantly in a state of change.
2.	Set up a regular time to consider this situation with yourself and team.
3.	Use the STOP, START, CONTINUE framework. Seek answers in various areas of your work and life, and record them in a list: What should we STOP doing? What should we START doing? What should we CONTINUE doing?
4.	Reflect on this list. Prioritize the responses. Choose the top answers —not more than three per question.
5.	Act on the top answer for each question as your way to proactively handle the changin' times.

My Story

After building and selling my first entrepreneurial venture, Radish Systems 1.0, I began to use my experience via consulting and coaching to help organizations and leaders thrive.

To further help me help others, I became a certified Gazelles Business Coach, now known as Scaling Up, and I learned from Verne Harnish. That's where I first came across the STOP, START, CONTINUE framework.

One of my clients was a non-profit organization, the Colorado Women's Education Foundation, now known as CWEF. Its goal was to help women attain economic self-sufficiency through education. In guiding the strategic planning with its Board of Trustees, we asked and answered these key questions:

	What to STOP doing? Answer: Stop giving out loans. We had been setting these women and the Foundation up for failure. Many of the women did not pay back the loans which resulted in a bad credit rating for them and wasted energy at the Foundation.
	What to START doing? Answer: Start an endowment campaign to raise funds which would be protected into perpetuity. This would allow us to triple our giving and help many more women.
	What to CONTINUE doing? Answer: Give aid to the students, in the form of scholarships to accredited Colorado higher education institutions, thereby helping these non-traditionally-aged students complete their education and earn higher wages.

We changed with the times and took action. The result was a successful endowment campaign that was able to help a larger number of women and their families.

Summary

The times are a-changin'. You must recognize and change so you can swim, rather than sink like a stone. Ask what to STOP, START, and CONTINUE doing.  Contact me and let's brainstorm other ways.  Then take action.You will get results.

 

copyright 2025 Theresa Szczurek.  All rights reserved.  

Innovate or die

Peter Drucker famously declared the phrase, "Innovate or Die," and many others have shared it. How do organizations successfully implement innovations? Why is this important? What is the role of the Board of Directors?

Innovation is a new method, idea, product, or service. innovation is change to create better results. Innovation is important because it provides the means to gain a competitive advantage. It can help reduce costs, improve efficiencies, and increase revenues. It can open new business units and revenue streams. It can help you better meet your customers' needs and stand out in a crowded market.

Many players in a firm should be involved in championing its innovation strategy. Our focus here is on technical innovation through the Board of Directors working with leadership.

How Boards Can Drive Innovation

1. STRATEGIC OVERSIGHT. Boards are responsible for ensuring that technology initiatives align with the organization's overall business goals and objectives. A Board of Directors plays a vital role in driving innovation by setting a strategic vision that encourages creativity and growth while maintaining strong oversight on risk management.

2. RISK MANAGEMENT. Boards assess and monitor technology-related risks, including cybersecurity threats and implementation challenges.

3. INVESTMENT APPROVAL. Boards review and approve significant technology investments, ensuring that such investments provide value to the organization.

4. PERFORMANCE MONITORING. Boards establish and track key performance indicators (KPIs)

5. TECHNOLOGY ENGAGEMENT. Boards engage in technology matters in various ways, such as regular full-Board discussions, formal standing committees, or temporary advisory committees.

Practical Pointers for a Board's Role in Innovation

CLARIFY ROLES AND RESPONSIBILITIES. A CEO manages the business day-to-day, allocates resources, and ensures the firm's strategic execution is aligned with the Board's direction.

DEFINE AUTHORITY FOR DECISION MAKING. The Board and the CEO need to define who makes what decisions and when.

HAVE CLEAR COMMUNICATIONS. Ensure that there are regular discussions between Board members and top management about innovation. The Board Chair and/or Lead Director must get the right topics about innovation on the Board agenda and carefully allocate discussion time.

ASK GOOD QUESTIONS. Here's a sample of Board questions relating to Artificial Intelligence innovation.

• How can AI disrupt traditional business models for our industry?
• How are we using AI to drive growth and efficiency? What is our stage of AI implementation (planning, piloting, full implementation)? Do we have proven case studies with ROI?
• How does AI align with our strategic goals and risk appetite? Are we investing in it? How much?
• What are the legal and ethical implications in our current operations?
• What risks does AI bring to us compared to our projected return?
• Are we conducting third-party AI audits and assessments? If not, what providers can or should we seek to help us successfully implement AI?

My Story

Radish Communications Systems (aka, Radish 1.0), was funded by venture capital. The Board of Directors consisted of two VCs, the CEO, and the two founders (one of whom was me). Good things were happening at Radish, including signing a sales contract with a major financial services firm. Yet when we did an honest assessment, we could see that our business model was too complex and not sustainable.

As with many start-ups, we were not meeting our revenue targets, cash was burning quickly, and the VCs were hesitant to provide additional funding. Radish was in pain. At that point, the Board made two difficult — but ultimately correct business decisions.

The first was to stop building our proprietary VoiceView™ modems and displays. Instead, we wanted to license our patent-protected voice/data protocol to modem and PC manufacturers. Before that could happen, we needed the help of Microsoft. Fortunately, they supported our approach. They teamed with us to convince the modem manufacturers to embed VoiceView capabilities in their products, and they built VoiceView software into the Windows platform. That solved the hardware problem for us and vastly increased software distribution.

Of course, those changes did not happen overnight. To reduce costs in the short term, the Board had to make another difficult decision. Almost all costs were related to employee salaries. Our employees were like family. They were smart, dedicated, and hardworking. We didn't want to reduce staff. Instead, the Board decided to institute a 10% across-the-board salary cut, except for executives, who each took a 25% cut. Fortunately, our employees understood the situation and they all stuck with us.

These changes were gut-wrenching at the time, but they were needed. The Radish Board guided us through and got us back on track. Several years later we had a successful exit through acquisition by a public company.

Summary

Innovation is important to the survival, growth, and success of organizations. Establish the Board's role. Board and leadership need to clarify roles, define decision-making authority, clearly communicate, and ask the right questions. The result will be a solid competitive edge.

copyright 2025 Theresa M. Szczurek. All rights reserved.

In gathering inputs for this newsletter, I want to thank Arlen Meyers, President and CEO of the Society of Physician Entrepreneurs. I also acknowledge use of some AI tools.

Navigate Uncertainty: Strategies for Resilience and Success

Uncertainty is the state of being uncertain. It's defined as not known or definite, not able to be relied on, not completely confident or sure of something. Uncertainty in business arises from various sources, including market volatility, regulatory changes, geopolitical tensions, and even unexpected crises like the COVID-19 pandemic and wildfires. These uncertainties can create significant challenges, but they also present opportunities for those who can adapt quickly and strategically. Read below how I dealt with the pandemic as State CIO.

In today's fast-paced and ever-evolving business landscape, uncertainty has become the norm rather than the exception. Leaders must navigate an unpredictable environment while maintaining stability and growth. The ability to effectively manage uncertainty is now a critical skill for businesses seeking long-term success.

Key Strategies for Managing Uncertainty

	EMBRACE AGILITY, FLEXIBILITY, AND ACCEPTANCE. Organizations that thrive in uncertain environments are those that embrace agility. They have flexible business models that allow them to pivot when necessary. In The Seven Laws of Spiritual Success, Deepak Chopra advises to "Put the Law of Detachment into effect. In my willingness to accept uncertainty, solutions will spontaneously emerge out of the problems, out of the confusion, disorder, and chaos."
	INVEST IN DATA-DRIVEN DECISION MAKING. In times of uncertainty, data is a valuable asset. Leveraging analytics, AI, and real-time insights can help businesses make informed decisions rather than relying on gut instinct. Predictive analytics can identify potential risks and opportunities, allowing companies to proactively adjust their strategies.
	STRENGTHEN RESILIENCE THROUGH DIVERSIFICATION. Over-reliance on a single revenue stream, supplier, or customer base increases vulnerability. Diversifying products, services, and markets can mitigate risks.
	PRIORITIZE EMPLOYEE & CUSTOMER ENGAGEMENT. Uncertainty can create anxiety among employees and customers alike. Transparent communications, strong leadership, and a customer-centric approach help build trust and loyalty. Organizations that prioritize employee well-being and customer relationships tend to emerge stronger from challenging times.
	FOSTER A CULTURE OF INNOVATION. Rather than fearing change, businesses can encourage innovation. Companies that empower teams to experiment with new ideas and solutions are more likely to uncover opportunities amid uncertainty. For instance, businesses that invested in e-commerce and automation technologies during economic downturns have gained a competitive edge.
	REFLECT ON PAST SUCCESSES. Somehow you survived past unknowns and stress. This knowledge can build confidence that you'll get through this time. What helped you then? What might you do differently this time? Make a list of what to 'Start, Stop, and Continue' doing and then take action.
	PURSUE YOUR PURPOSE WITH A PLAN. When you know your passionate purpose and direct your energies toward achieving it, you can more easily weather uncertainties. Develop a plan. Pivots will likely be needed along the way. Be creative and resilient. Keep going and persist. Take action. Don't give up. Get help from trusted advisors and third-party consultants to provide a fresh perspective.

My Story

The COVID-19 pandemic hit in March 2020 when I was CIO of the State of Colorado. It was a time of great uncertainty. My organization, the Governor's Office of Information Technology, had to be flexible and agile. While staying true to the OIT purpose, "Together, we enhance the lives of all Coloradans," we pivoted to address pandemic challenges.

Most of the state's 33,000-person workforce had to go remote. We launched a task force, made data-driven decisions, and quickly created a plan. We drafted remote work guidelines and deployed personal computers, VPN services, conferencing capabilities, and more. We modified the plan in real time as needs evolved.

We had to innovate. For example, to handle contact tracing and public health inquiries, we diversified our services and set up seven new cloud-based call centers in a matter of days. We worked to ensure that critical systems, such as unemployment compensation, could meet the huge new traffic loads and comply with ever-changing federal requirements. We knew from our past efforts that if we worked together as an engaged team with the other departments, we would help the state survive and thrive. We did!

Summary

While uncertainty in business is inevitable, companies that develop adaptive strategies and a resilient mindset will be best positioned for sustainable success. By staying agile, leveraging data, diversifying operations, engaging stakeholders, fostering innovation, reflecting on past successes, and pursuing their purpose, organizations can not only survive but thrive in an unpredictable world.

copyright Theresa Szczurek 2025.  All rights reserved.

Theresa Szczurek receives CERT Certificate in Cyber-Risk Oversight

I’m excited to share that I’ve obtained a new certification: NACD CERT Certificate in Cyber-Risk Oversight from NACD (National Association of Corporate Directors)! The certification program was run by the Software Engineering Institute | Carnegie Mellon University. My practical real-world experience of being responsible for #cybersecurity as Chief Information Officer of the State of Colorado is augmented by this extensive educational program.  What a pursuit of passionate purpose.  

Are you looking for a tech, cyber, AI expert board director who is also a NACD.DC (certified board director)? Let's talk. #TechExpert #CyberRisk #BoardDirector

https://www.credly.com/badges/26b789de-625a-49e1-827f-9126229308b2/public_url

Look Back Again

Another year has flown by. Was it all that you wanted? All that you needed? Before this year is over, take a precious moment to STOP and Look Back Again (see my Practical Pointers below). Then take a real break, whatever your schedule and budget permit. Whether it's for 5 minutes or a few days, a message about creating your future is waiting to come to you. In this in-between time, be open. When the message comes, write it down and reflect.

Slow down, look back, appreciate your blessings, and recharge so you can get all you want in your life and career.

Practical Pointers for Looking Back Again

Look back again on the year and assess your progress by asking, "How are things going?" Last year at this time, I asked myself and you a similar question. What did you find?

	Recognize that assessment is valuable and provides great benefits.
	Read Chapter 6, Assess Progress, in Pursuit of Passionate Purpose for useful suggestions on tools for personal and organizational assessment.
	Take the Progress Inventory™.
	Appreciate the progress you have made. Count your blessings. Be grateful.
	Reward yourself for any progress, big or small.
	Pause and recharge. A message about creating your future is waiting to come to you in some down time. What does your vision of the future include? Be open and when the message comes, write it down and reflect.
	Determine what you want to change. How can you fill the gap between where you are and where you want to go? This is the basis for establishing your new plan.

In the next edition, we will Look Ahead and help you create the plan to get where you want to go.

Summary

Look back and appreciate your progress. Pause, recharge, and visualize where you want to go next. Then get ready to look ahead and create the plan to get there. You don't have to go alone — get a coach or advisor to help you on the journey. Attend one of my sessions as a way to get started.

copyright 2024 Theresa Szczurek.  All rights reserved.  

 

So, You Want to Get on a Board

 

Many leaders aspire to participate in the highest level of decision-making of an organization — the Board of Directors. How do you get on a Board and why would you want to serve?

What Exactly is a Board?

Board directors with a fiduciary role approve strategic plans, hire and manage the CEO, approve the budget, and set strategic direction.

As explained in Investopedia, "A board of directors, or board, is a group of people who oversee a company's management and operations to ensure the company's long-term success. They act independently of company management and day-to-day operations, and are responsible for making major decisions and providing strategic guidance."

Why Serve on a Board?

It is a means to make a meaningful difference in the world. It's an opportunity to meet and work with good people. You can utilize your talents and continue to learn. And it can be the next part of your career journey, providing credibility and pay.

Seven Tips for Starting a Board Journey

1.	START EARLY. Set a goal of 'getting on the right board' early in your career and then take action toward this end along the way. It's a process that can take time.
2.	BE THE BEST YOU CAN BE. Get clear on your values and live by them. Continue to do your job well. Build your level of experience and expertise. Step up to leadership roles. Do more than asked. Impress your peers, bosses, and competitors. Make connections with your co-workers and keep in touch over time. That engineer, sales rep, or project manager you worked with early on, may become the CEO of an organization that will need your talents and want to bring you on to her board.
3.	GET SUPPORT. Join an organization such as the Private Directors Association, which provides education, certifications, connections to others who serve on boards and to those who aspire to serve on a board. Meet others who have been successful on this journey.
4.	NETWORK and LEARN. Learn as much as you can from seasoned Board Directors. Who do you know that has been down this path? Ask for their advice. Look at their board materials. Board seats come from connections, more than online applications.
5.	PRESENT YOURSELF. Get clear on who you are and what you can offer to a Board of Directors. Boards look for certain skills and talents to fill a gap in their Board Skills Matrix. Draft a powerful biography as well as a board resume.
6.	SERVE AND CONTRIBUTE. Start by volunteering to serve on a local non-profit organization's board and expand from there to government, higher education, and for-profit corporate boards. Where is your passion? Where is your expertise? Learn how a board functions. Contribute. There are many board directors who found their first corporate board seat from a connection made on a non-profit board.
7.	GET CERTIFIED. There is a lot to learn to be a good board director. Take a course and earn a certification such as the Certificate for Private Company Governance from the Private Directors Association or the Directorship Certificate from the National Association of Corporate Directors.

My Journey

I set my goal decades ago to contribute at the highest level of decision-making on corporate boards. Throughout my career journey, I let that goal be known and I stayed open to the possibilities. Non-profit organizations asked me to serve and I said yes. I contributed, learned, made contacts, and showed others the value I bring. Then I co-founded my first entrepreneurial telecommunications firm, Radish Communications Systems, Inc. (aka Radish 1.0). One way to get on a corporate board is to start the business! This venture-backed firm grew and we found an exit six years later.

With two other tech start-ups behind me now, the latest Radish Systems, LLC (aka Radish 2.0) having just been acquired by NLX.ai, I have served on three corporate boards. When the Governor of the State of Colorado asked me to be his first Chief Information Officer and serve on his cabinet, I took a 2-year break from Radish 2.0 and did a tour of duty in the public sector. This led to serving on a government board as the Chairperson of the Statewide Internet Portal Authority and serving as a member of the Governor's Blockchain Advisory Board. And then the Governor appointed me to a Higher Education board, Western Colorado University, on which I currently serve.

Times change and my journey continues as I seek new corporate board opportunities. Continual learned is key that is why I have the Directorship Certification with the National Association of Corporate Directors.  Along the way, I'm honored to have been selected as one of the '50 Women to Watch for Boards' from 50/50 Women on Boards. And I currently serve as a board member and co-chair of Membership for the Private Directors Association of Colorado.  And, I help others on their board journey through my coaching and speaking. 

Summary

What about you? Begin your journey to serve on boards now. Don't do it alone. Be the best you can be, get support, network, learn, present, serve, and get certified. Put in the time and effort. You will find the right Board of Directors on which to serve and make a meaningful difference.

Copyright Theresa Szczurek 2024.  All rights reserved.  

5 Ways To Create a Wow! Customer Experience

 

Thanks Authority Magazine (http://www.authoritymag.co) for publishing my words of wisdom: "5 Ways To Create a Wow! Customer Experience" The interview delves into my successful career journey, from a blue-collar upbringing to a leadership role in tech and public service. Emphasizing the importance of #integrity, continuous learning, and #customerdelight, it shares humorous anecdotes and lessons learned. The interview advocates for businesses to prioritize #customerexperience through #innovation and feedback, and champion the "Pursuit of Passionate Purpose"  to achieve extraordinary success in both professional and personal life. Authority Magazine article

To The Top (part 2): More Leadership Lessons from my Climb up Kilimanjaro

I was going to the top of Africa to summit Mt. Kilimanjaro. My last blog post set the stage and highlighted two leadership lessons: (1) Clarify Your PURPOSE and (2) establish a PLAN. Here's more of the story and other leadership lessons learned from getting To The Top as well as serving as State Chief Information Officer and being a serial technology entrepreneur. How will you apply them to your life?

Lesson 3. Prepare

Oprah Winfrey reminds us that "Luck is a matter of preparation meeting opportunity." With the right plan in place for my 6-day trek on the Marangu Route to the top of "Kili" at 19,340 ft, it was time for more preparation. To be lucky (and make it To The Top), there are ways to prepare to pursue your passionate purpose.

My preparation started before leaving home with my exercise regimen. I hiked nearly daily. I talked to experienced mountain climbers who explained how to pack for the journey. Using the Pack Strategy, one of the six success strategies in the Pursuit of Passionate Purpose formula, I packed the essential energizers and positive forces, and unpacked hindrances and negative forces that discourage. This strategy is relevant for all life pursuits.

	Make sure you bring enough water along the way while going to the summit. This clears out the carbon dioxide and helps you stay alert so you don't get sick. Water is a source of energy.
	Bring dried apples along for the final summit day to provide a surge of energy.
	Pack lightly. Take only the essentials to lighten your load.
	My preparation also included choosing the right operator with an extra day in the schedule in order acclimatize.

BUSINESS LESSON. Success in our professional life also takes preparation. My entire career and education prepared me to serve as the Chief Information Officer of the State of Colorado. Being the Executive Director of the Governor's Office of Information Technology (OIT) was a huge and important job. It helped that I had been an engineer, product manager, management consultant and coach, 3x tech entrepreneur, author, and speaker with a proven leadership approach. It took all of this experience and my healthy lifestyle of meditating and exercising daily to keep up the pace. It paid off.

How are you preparing to meet your career opportunities? Do you have the right coach to help you along the way?

Lesson 4. Connect with People

As the Connections Strategy, one of the six success strategies in the Pursuit of Passionate Purpose formula, suggests, "It is vital to build relationships with and bring along on life's journey the proper people and support network, and lessen the impact of improper ones."

We don't get to the top alone. It takes a support team. In climbing Kilimanjaro, I had the proper guide (or coach) committed to going to the top. Additionally, I had my hard-working porter carrying my luggage (later did I learn to lighten the load), as well as the all-important cooks.

Fellow travelers came from all corners of the world. My immediate climbing team, organized by the outfitter, consisted of people from Sweden and Scotland and the USA. I remember learning to LISTEN intently around the table at dinner, as deep international accents were at times challenging to understand. It helped to RELAX and go with the flow, so I could grasp the humor and LAUGH.

We were on our way. I had the PROPER TEAM. I wondered who in this group would make it to the top?

BUSINESS LESSON. In work as in play, relationships are key. At OIT, I built a strong and diverse executive team. Diversity brings strength. To handle IT support for the 30,000 people working for the State of Colorado and for 5.8M Coloradans, we had a team of 1000 staff members and managers, as well as hundreds of independent contractors. We worked to keep all the systems operating, information flowing, and technology advancing securely. A big job!

The proper people at OIT were energizers. Counter to some perceptions, these government people were dedicated, hard-working, smart, fast-moving, and creative. They chose to work in the public sector, rather than the private sector, because it brought meaningful work. Public service is a pursuit of passionate purpose.

As in climbing, it's important to have the PROPER TEAM and to LISTEN closely to them. Learn to RELAX and LAUGH along the way so you can enjoy the journey.

Who are the important connections in your personal and professional life? Appreciate them.

Summary

Look for my next newsletter which will continue with more of the story and lessons learned on getting To The Top (or ask me to speak about "To The Top" at your next meeting or conference). How can I help you and your organization through coaching and consulting set and reach your goals?

Remember, whether you're climbing a mountain or striving to perform in other aspects of your personal or business life, recognize that the journey is a pursuit of passionate purpose. The lessons learned in reaching the summit of Mt. Kilimanjaro align with the proven 4-phase Szczurek Process: (1) find your passion, (2) align it with a meaningful purpose, (3) pursue it persistently with a plan and the proper people, (4) until you assess progress, make midcourse corrections, and celebrate success. You will get top results!

copyright Theresa M. Szczurek (c) 2024.  All rights reserved.  

To The Top (part 1): Leadership Lessons from My Climb Up Kilimanjaro

 

The summit at 19,340 ft was in sight now. After completing the last hour of persistent climbing, I breathlessly whispered, "Yes! Here is the summit of Kilimanjaro, the highest point in Africa." Indeed, the Pursuit of Passionate Purpose formula helped me succeed on that five-day arduous trek, just as it had in other parts of my life. Fierce winds blew on Kili, showing how adversity surrounds us. That climb brought me insights on how to succeed in both my personal and professional life.

Lesson 1. Clarify Your Purpose

When my friends asked me to join them on their trip to climb Kilimanjaro, my purpose in going was to live true to my value — for a life lived in a joyful, passionate, optimistic state. After finishing my degree years earlier, I had promised myself I would travel to Africa to experience the animals as a reward. Yet that pledge was still unfulfilled as I was immersed in running my first tech start-up. "You promised," my heart cried out. The heart does not forget such agreements.

Now the Universe delivered the opportunity. "Yes!" my heart sang out in joy. "You will meet the gorillas, see other animals, and climb Kili too." Climbing Kilimanjaro had not been part of my original purpose, but the "Attraction Strategy" delivered it. That strategy is to hold a broad intention of what you want, be open to the possibilities, think, feel, and take action, and let go of attachment to a certain outcome.

BUSINESS LESSON. Similarly, for success at work, we need to clearly define our purpose. I recall as the Chief Information Officer of the State of Colorado, I led our organization in a strategic planning exercise. We defined the purpose of the Governor's Office of Information Technology (aka OIT) as, "Together we enhance the lives of all Coloradans."

What is your purpose? See Szczurek Success Strategies-January 2024 for more insights.

Lesson 2. Plan

A plan is a roadmap that guides you to where you want to go.

As experienced mountain climbers, my friends had a plan to summit Kili, and I was about to find out what it was. We had flown into the airport of Kilimanjaro after meeting the gorillas in Rwanda. Oh, my heart was happy. The next morning at the hotel, I learned at breakfast what they had in mind. They intended to complete the 50-mile trek and scale the mountain in 3 days, carrying their own gear and tent camping, with the right operator. This would minimize the cost.

"What? That's not going to work for me," I exclaimed in surprise. "My goal is to get to the top. I need an outfitter that can provide more support and give me more days to acclimatize!"

I knew myself and what I needed. I had not come all this way NOT to make it to the top. I was prepared to take the right action. I jumped up, checked out, took my gear, and headed on my own to find an outfitter that fit my plan. Others might have been fearful of going alone, but I had courage and found the right company. I determined that a 6-day trek, staying in huts with a rest day, and the proper support team to guide, cook, and carry my gear would give me the best chance to summit. I overhead other travelers talking about being happy if they could just reach Gilman's Point at 18,650 ft. I made it clear before I hired the outfitter that I was going to the top — Uhuru Peak at 19,340 ft. I wanted a guide and team that was committed to this goal.

BUSINESS LESSON. At OIT, as with all the departments working under Governor Polis, we developed an annual plan with clear metrics. OIT's Wildly Important Passionate Purpose (WIPP) was Customer Delight. The customers in this case included the 17 agencies that served the people of Colorado. Using The 4 Disciplines of Execution, we set three WIGS or Wildly Important Goals. These provided the roadmap to success.

Summary

Look for the next post for more of the story and lessons learned on getting To The Top.  Better yet, ask me to speak at your next meeting or conference.  

Whether you're climbing a mountain or striving to perform in other aspects of your personal or business life, consider it a pursuit of passionate purpose. The lessons learned in reaching the summit of Mt. Kilimanjaro align with the proven 4-phase Szczurek Process: (1) find your passion, (2) align it with a meaningful purpose, (3) pursue it persistently with a plan and the proper people. Then, (4) assess progress, make midcourse corrections, and get to the top. You'll make it!

 

copyright 2024 Theresa M. Szczurek.  All rights reserved.  

Clarify Purpose and Inspire Greatness

Elizabeth Zott in Lessons in Chemistry lived her purpose, no matter what.

 

According to a recent Wall Street Journal article, "roughly 85% of 1,000 U.S. professionals polled in a new LinkedIn survey say they are thinking about changing jobs this year, up from 67% a year earlier." WOW! In the past, that percentage has hovered between 50-60%.

Those employees, who are a critical resource in their firm, are obviously not inspired by their work or the benefits they're receiving. The firms themselves are losing an important competitive advantage when their people aren't engaged or motivated in a common purpose. What is that purpose and why isn't it inspiring employees?

Definition of Purpose

Merriam Webster defines purpose as the reason why something is done or used, the aim or intention of something. Purpose encompasses a range of aspirations, from a grand reason for living to narrow objectives. Purpose is used interchangeably with the terms aim, target, goal, and intention.

There is a human need for purpose. In Man's Search for Meaning, Viktor Frankl, Austrian psychiatrist and Holocaust survivor, discovered that purpose gives people a will to stay alive. He reports, "Man actually needs the striving and struggling for some goal worthy of him." Kenneth Thomas, in Intrinsic Motivation at Work, says, "We seem to need to see ourselves as going somewhere — as being on a journey in pursuit of a significant purpose.

What Is Core Purpose?

"Core purpose is the organization's fundamental reason for being. An effective purpose reflects the importance people attach to the company's work. It captures the soul of the organization," say James Collins and Jerry Porras in Built to Last. "Purpose should not be confused with specific goals or business strategies. Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it is like a guiding star on the horizon — forever pursued, but never reached."

Purpose is the WHY a firm exists. It's not simply to make money or to increase shareholder value. Those are important goals but not the purpose. Consider these organizational examples of core purpose:

	Disney - Make people happy
	U.S. Health and Human Services Department - Improve the health, safety, and well-being of Americans
	3M Company - Solve unsolved problems innovatively
	Girl Scouts - Build girls of courage, confidence, and character, who make the world a better place
	State of Colorado, Office of Information Technology - Together we enhance the lives of all Coloradans

Radish Systems, the technology venture I co-founded with Richard A. Davis, has an important purpose: to fundamentally improve the way people communicate with businesses. Learn more.

My Story. I am a catalyst in helping organizations and leaders contribute and deliver extraordinary results. I have led firms, both large and small, in public and private sector, and their leaders in their strategic thinking process. The result is clarity on values, vision, purpose as well as a 1-page strategic plan. Think of me and let me help you define and deliver results toward your core purpose.

Purpose Improves Business Performance

"A key role of core purpose is to guide and inspire," say Collins and Porras. When a firm has an inspiring purpose, people are drawn to work for the firm. The best and the brightest want to be involved. Rather than be itchy to leave, they want to stay, be engaged, and contribute to their fullest. People get a sense of meaningfulness from their work. According to Kenneth Thomas, work that delivers a high level of choice, competency, progress, and meaningfulness leads to intrinsic motivation which leads to high levels of engagement, fun, retention, and results.

A participant in my Pursuit of Passionate Purpose research study, Don Vanlandingham, the retired chairman and CEO of Ball Aerospace, said, "Ball Aerospace combines meaningful work with passionate people. A lot of our people would work even if we didn't pay them." What Don was saying is that Ball's purpose made a positive difference on Ball's culture and inspired their people.

Why Passionate Purpose?

Opportunities surround us, but you must open your eyes to see them. When preparation meets opportunities, you will find your purpose. When you align that purpose with your passion, you will find your passionate purpose. A passionate purpose is a goal or intention pursued with great enthusiasm, interest, zeal, and/or passion. The conclusion of my research, published in Pursuit of Passionate Purpose, is: "The pursuit of passionate purpose, as well as its attainment, and connections along the way bring the real rewards of life."

Practical Pointers for Purpose — Organizations and Individuals

1.	PREPARE. Purpose comes when preparation meets the possibilities. Nurture yourself and your passions by continuing to learn, grow, and trying new things. Do things that will build your true self. Be action-oriented.
2.	ASK WHY. Consider using the Five Why Method to know your purpose and why to pursue it.
3.	ASK HOW. How does pursuing this purpose bring meaning to your life?
4.	CLARIFY YOUR PURPOSE. I recently met Kevin McCarthy, author of The On-Purpose Person. He offers this approach.
5.	COMMIT TO YOUR PURPOSE.

Summary

Purpose is the fundamental reason for being. As Viktor Frankl states, "There is a human need for purpose." Both organizations and individuals have a "why they exist." Prepare, ask why, ask how, get clear, and commit to your purpose!

 

copyright 2024 Theresa Szczurek, all rights reserved.

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