Positioning to S.C.O.R.E in Unpredictable Moments — Reconciliation–James Rosseau
Part 4 of a 5 part series.
Leaders often use knowledge, skills, and experiences at a level of unconscious competence to deliver results. During times of uncertainty, high risk, and diminished control, leaders are forced to kick into action. In such moments, combining developed instincts with an intentional approach is crucial to improve the probability of positive outcomes.
James Rosseau, a solutions-oriented, purpose-driven steward, recently authored a playbook for leaders titled Positioning to S.C.O.R.E. in Unpredictable Moments. This guide for leaders consists of five sequential essentials to help managers prepare for certain situations. James is innately a change agent for human potential, and his natural communication skills allow him to empower others to be and do their best. Through this playbook, James has used his own personal and professional experiences to formulate replicable techniques and mechanisms that can be used by other leaders.
In an interview, James explained why he chose to write this playbook, who the target audience is, and what it means to him. After interviewing James about his guidebook for leaders, we were interested in each one of the five underlying steps that he spoke of. To dive deeper into each one, we decided to publish a series of five stories. Here is a sneak peek into the fourth step in his guidebook.
The ‘R’ in S.C.O.R.E
Reconciliation
Reflect on your career journey. There are two questions you have definitely asked yourself while performing a particular role: “Why must I do X?” and “Why don’t we begin doing Y?” During work, we want to complete tasks assigned to us to help better the company. However, there are moments where you stop and wonder if what you are doing is actually adding value and what you could do to add more value. While these are both great questions to propose to the company, they often get neglected because of the following reasons:
- We are too busy
- The organization is seemingly performing well and thus does not need recommendations
- The organization has been operating a certain way and plans on keeping it this way
- The new ideas have been put on the backlog and will be addressed sometime in the future
To help organize these thoughts and analyze what is truly bringing value to the company, there is a simple approach called Start, Stop, and Continue Lists. Prior to creating these lists, you must first gather data. You and each member of your team should document your daily tasks — noting the task and the time when you start the day. Once you have completed a cycle of work and have a compiled list of your tasks, analyze these tasks through the lens of “why, what, and who” in terms of adding value. Now you will be ready to start your Stop, Start, and Continue Lists.
Stop List:
This is a list of items you believe you should stop doing because they do not make sense. For instance, tasks that are inefficient or waste time and resources. If there is no proof that they add value for any stakeholder or they are not related to any major processes, they can be added to this list. As mentioned previously, everyone has thoughts about “Why must I do X” if it is not adding value. When creating this list with your team, it is important to be fully transparent about what you believe is not value-enhancing — even if it might seem uncomfortable to bring up.
Start List:
This is a list of items you believe would help you become more efficient and effective, such as improving processes, reducing waste, or increasing speed of delivery. Items on this list “should have observable measures of proof, if possible, from the viewpoint of the stakeholders.”
Continue List:
This is a list of items you believe should continue since they are adding value for your stakeholders. As with the Stop and Start lists, all items should be clearly identified. When creating this list, it is critical to not just include all of the leftovers from the Stop and Start lists; critically think about what needs to be continued and remember to measure things against your “why, what, and who.”
Read the interview with James below, and stay tuned for part 5 of the series.
