A.I.M. E-Book

Jim Carlisle

• Herausgeber: John Wiley & Sons
• Kategorie: Ratgeber
• Sprache: Englisch

Seitenzahl: 419

Veröffentlichungsjahr: 2010

Beschreibung

From the Introduction by Alex Gill Before embarking on the A.I.M. program, I was just an ordinary guy with a problem that many, many others have had at some point in their careers. I was unhappy. I was becoming bitter. I complained about my job a lot. I knew I was in a rut and couldn't figure out what to do about it. I felt powerless, unfocused and alone. And I didn't see a way I could make things improve. That was my starting point before I began the A.I.M. process. Today, I run my own firm that helps dozens of nonprofits improve their community impact each year. I work on very interesting and socially relevant projects for an ever-growing roster of clients. I have flown around the world to talk about community building, environmentalism and social marketing. I also teach at an innovative downtown university where the students are a joy to teach and my fellow professors often remark on my enthusiasm for my work and life in general. My friends and family constantly note that I seem happier and more motivated as the years go by. This did not happen because of some exceptional piece of luck - nor because of some superhuman ability or intelligence on my part ... I was someone who happened upon a method - the A.I.M. method - that helped me determine who I was and what inspired me, and then put me on the path to achieving it. It happened because I put those principles into action with the help and guidance of a coach like Jim Carlisle. I hope as you read this book that you will appreciate how A.I.M. changed my life - and how it could help you change yours. Jim and I have taken the better part of a year to write this book because we believe in strongly in helping those who need a way out. Every day we see people who would benefit from taking charge of their lives and moving forward to achieve, inspire and make a difference. If you see a bit of yourself in my story - or in the dozens of stories we will share in this book -- read on. I hope your journey is even more productive and rewarding than my own.

Leseprobe

Table of Contents

Title Page

Copyright Page

Acknowledgements

PREFACE

Introduction

A.I.M.: Achieve, inspire, make a difference

From the C-suite to you: The origins and history of A.I.M.

Starting on the road to A.I.M.: My experience

Where will your own journey end?

PART I - Why A.I.M. Matters

CHAPTER 1 - Making the Choice

CHAPTER 2 - What Makes People Happy, Really?

Learning from the example of happy people

Is happiness attainable? What the research tells us

Can things make us happier?

Moving forward through the A.I.M. method

PART II - The 10-Step Process

CHAPTER 3 - (Un) Willing and Able? Starting Your Journey through the A.I.M. Process

Starting the A.I.M. process: Getting it all out . . .

Six steps to capturing, understanding, and moving forward

Jack’s and Barb’s stories: A new beginning

Your result: A foundation to move forward

CHAPTER 4 - Mapping the Four-Dimensional You

The windowpane exercise: Looking inside yourself—from the outside!

Creating your own windowpane

Decade review: Looking back to move forward

What you have accomplished

CHAPTER 5 - Sketching Success

Knowing your skill/talent portfolio

Conducting your own exercise

Making a “future options” list of what you want in your career and/or life

Developing your own future options list

You have identified your dreams

CHAPTER 6 - Reviewing What’s Important

Moving forward with your own story

CHAPTER 7 - Cashing a Reality Check

Choosing the right “reality banker”

Finding your own reality banker

Moving forward from your reality check

CHAPTER 8 - Asking the Hard Questions

The FIVE key questions you need to ask NOW to save grief LATER

Keeping your momentum going—some tricks and tips

Completing your own questions

CHAPTER 9 - Road Mapping Your Options

Research: The starting point for all your options

Networking: The misunderstood technique

CHAPTER 10 - Filling Up Your Toolkit

Your tools

Opening your toolkit and beginning to network

CHAPTER 11 - NET Growth: Networking, Exploring, Transforming

How you can make it happen: Networking, exploring, and transforming

Moving forward to “A.I.M. in constant motion”

CHAPTER 12 - A.I.M. in Constant Motion

Why give back?

Moving up the A.I.M. pyramid

Serving as an inspirational example

Practical tips for inspiring and making a difference

Our journey together is over, but yours continues

PART III - Wrapping Up and Looking Forward

EPILOGUE - A.I.M. in a Shifting Market

APPENDIX - Further Reading Recommendations

About the Authors

Index

Index of Case Studies

Copyright © 2010 by Jim Carlisle and Alex Gill

All rights reserved. No part of this work covered by the copyright herein may be reproduced or used in any form or by any means—graphic, electronic or mechanical without the prior written permission of the publisher. Any request for photocopying, recording, taping or information storage and retrieval systems of any part of this book shall be directed in writing to The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright license, visit www.accesscopyright.ca or call toll free 1-800-893-5777.

Care has been taken to trace ownership of copyright material contained in this book. The publisher will gladly receive any information that will enable them to rectify any reference or credit line in subsequent editions.

Library and Archives Canada Cataloguing in Publication Data

Carlisle, Jim

A.I.M. : the powerful 10-step personal and career success program / Jim Carlisle, Alex Gill.

Includes index.

ISBN 978-0-470-73760-6

1. Self-actualization (Psychology). 2. Career development. 3. Success. I. Gill, Alex II. Title.

BF637.S8C.1 C2009-906126-0

Production CreditsCover design: Joanna Vieira Interior design: Mike Chan Typesetting: Thomson DigitalCover image: istockphoto.comPrinter: Friesens

John Wiley & Sons Canada, Ltd. 6045 Freemont Blvd. Mississauga, Ontario L5R 4J3

FP

Acknowledgments

Jim and Alex would like to thank their respective spouses, Lynne and Karen, for their support, encouragement and patience.

Jim offers a special thank you to all of his clients whose trust, experiences and feedback have made this method possible.

Alex would also like to thank his family, especially his sister Sandra, whose sun porch overlooking the Bay of Exploits served as a writing studio for many of the chapters in this book. He owes a debt of gratitude to Robin Chetwynd, the visionary CEO whose belief in coaching allowed Alex to first work with Jim Carlisle, a journey that ended many years later with the publication of this book.

PREFACE

How Coaching Changed My Life—and Can Change Yours

by Alex Gill

Ten years ago, I was living two lives.

My outward life, the one my family, friends, and colleagues saw every day, seemed to be going pretty well.

I had been out of graduate school for only four years but was already the communications director for a large and respected nonprofit. The team I led was made up of smart, committed people who were a joy to work with. I managed a sizeable budget and was able to do very creative things as part of my work. We created advertising, awards shows, and glitzy events. We implemented some of the first e-commerce websites in the nonprofit sector. We changed how the organization marketed itself and how it listened to its supporters. I was one of the organization’s media spokespersons and regularly appeared in newspapers, on the radio, and on TV. To top it off, I had just gotten married and was looking forward to building my professional and personal life.

To an outside observer, this was the latest chapter in an upbeat story. A person from a modest background gets a good education and rises quickly to a senior position, with many more steps yet to climb. Recruiters were already calling to talk with me about new, more senior jobs at other organizations. The sky—it seemed—was the limit.

There was only one problem.

In my inner life, that few people saw, I was deeply unhappy.

At the end of the workday, I would linger in my corner office over a pile of paper that never seemed to get smaller. The work I was accomplishing gave me less and less satisfaction. When I came home, I would talk with my wife about the problems at my workplace—friction with the board, volunteers, other employees, and competing organizations. Whenever I talked about what I did, all I seemed able to do was complain.

I was turning into someone I did not recognize or respect. When I stepped back and listened to myself, I heard a person who was whining about what was happening to him, but who did not have a strategy to address the very things that bothered him. Looking at myself from the outside, I was beginning to hate who I saw. I was the type of person who should know what to do, who had always had a path and a purpose, but I now lacked the courage, conviction, or knowledge to make a change. What changes could I make? Did I have what it took? Could I afford to take the risk—to do something that might cost me the position, the salary, and the status that many other people seemed to want and value? Other people seemed quite content with the type of job that I was having trouble enjoying—what the devil was wrong with me?

I was stuck in a rut and I couldn’t see a way out. Then, I met Jim Carlisle, and he became my executive coach.

Jim Carlisle was part of an overall change we were trying to achieve at my organization. One of my responsibilities had been to set up and oversee an organizational change process. The change team I established considered several ways to improve the organization’s operations. At the top of its list was to bring in an executive coaching program for the CEO and the department heads, such as myself. So, in 1999, just at the time when I was secretly despairing about my life and what I could do in the future, I chose Jim to be my coach.

If the truth be told, I didn’t really think that coaching would make that much of a difference in my life. I thought I would learn a few new things. Perhaps I would improve my management skills. Maybe Jim could tell me how to be a CEO one day. When we first met, I remember that my expectations were not exactly high.

When I first saw him, Jim struck me as a likeable, affable guy. Tall with graying hair and glasses, he looked a little like what you would expect a casting director to send you if you said, “I need a CEO in his mid-fifties.” Unlike many of the CEOs I had met, however, Jim was different. Instead of a “take-no-prisoners” approach that involved competition and command from the start, Jim simultaneously managed to convey openness and discipline. You knew he was serious about what he was doing, but he was open to talking with you about what was on your mind.

Settling into the guest chair opposite my desk, Jim spread his hands expansively and said, “Well, tell me about yourself.”

I started by describing my current job, going on to give him the standard biography I would have recited to any business colleague. My modest family origins, the universities I had attended on scholarships, and the jobs I had held. Then I returned to my current job, beginning to catalogue all that I thought was wrong with the organization and what I had to do to fix it. It was, I thought, a pretty compelling story that anyone would want to hear and would be able to understand.

Jim stopped me in mid sentence with a smile and a friendly wave.

“No, no, no . . . we’ll get to all that,” he said. “But first, tell me: What is it you really want to do?”

I was a little taken aback by that question. Wasn’t he listening to me? Hadn’t I just told him about what my organization needed, about my quick rise to my current position? Wasn’t this exercise just supposed to give me some new tools and skills to be a better executive? Perhaps he had not understood me?

But as we talked more, it became clear that Jim understood me all too well. With his practiced eye, he had seen through the story I had put up like some Potemkin village. By the end of that first conversation, I admitted to Jim that I wasn’t really sure if I had ended up in the right place, or if the direction in which I was going so quickly was a direction I thought would make me happy.

In the days and months that followed, Jim had me work through a number of exercises that we will share with you in the pages of this book. I summed up my life story, decade by decade, highlighting those things that I thought had brought me to where I was. We addressed my work challenges, putting them in an entirely new perspective that made me more effective. I began to map out some directions to explore further, meeting with others both inside and outside my field to talk about their lives and their work.

When I met others and talked with them, a new world slowly began to open up. I started to see my current job as just that—my current job. The struggles I was going through, the things I worried about that denied me sleep at 3 a.m., were just part of the most recent chapter of a book that was not yet complete. In the stories I heard from other professionals, I began to see limitless opportunities that I had not even begun to think about. There were very challenging and interesting fields that I had never heard of, places and issues that allowed people to grow and prosper, but most importantly, they could do so in a manner and at a pace determined by them.

When this realization sank in, things began to go much more smoothly at my job. I found new ways to approach issues that had stymied me for weeks. I became a more productive member of my management team, bringing some of the new perspectives that I was learning outside the organization to bear on issues on the inside. At home, I relaxed more and stopped complaining so much about work. I also started to sleep through the night, as the worries that had kept me staring at the ceiling didn’t seem so pressing anymore.

As Jim and I worked through my path, we met in the woodpaneled library at his condo building. Over coffee, I would tell him all that I was learning about my job and myself. Jim, in turn, asked probing questions that helped me to better understand this information and use the new perspective I was gaining to climb out of the rut in which I had found myself. Through months of work, I went from someone who was skeptical about what a management coach could do, to an enthusiastic convert who was ready to address any challenge and overcome it.

This new mindset could not have come at a better time. As anyone who has worked in a changing environment knows, just because you feel you are on the right path does not mean that the world will organize itself around you. The world can change on a dime, and this happened to me when a new board fired my CEO and suspended the work of my change team. As the chief champion of change, I found myself at the receiving end of a polite conversation about what it would take for me to move on to another employer.

Had this happened a year previously, I would have been devastated by the rejection of an organization to which I had committed so much time and energy. The potential loss of my position, with its accompanying status and salary, would have knocked me for a loop. While I was surprised and disappointed, the work I had been doing with Jim in the months up to that point now paid enormous dividends. In the comfortable confines of Jim’s library, I remember calmly facing him over the coffee table and saying, “I’m ready to move on, I’m going to make this work for my benefit.”

A few weeks later, with a severance package in hand, I began contacting those people I had met through my outreach to discuss where “neat” things were happening. Where could someone with my skill set and appetite for change begin to make a difference? These contacts quickly led me to a senior position at another challenging organization, where I helped build a $5 million nonprofit from the ground up. Two years later, after another unexpected CEO departure, I found myself, at the age of thirty-three, stepping into his position to help the organization survive a time of turmoil. In the positions that followed, I grew as a person and never stopped putting the principles of A.I.M. into action.

Today, I run my own firm, which helps dozens of nonprofits improve their community impact each year. I work on very interesting and socially relevant projects for an ever-growing roster of clients. I have flown around the world to talk about community building, environmentalism, and social marketing. I also teach at an innovative downtown university where the students are a joy to teach and my fellow professors often remark on my enthusiasm for my work and life in general. My friends and family constantly note that I seem happier and more motivated as the years go by.

This did not happen because of some exceptional piece of luck or some superhuman ability or intelligence on my part. Far from it. I was not an exceptional person who was one out of ten million. I was someone who happened upon a method—the A.I.M. method—that helped me to determine who I was, what I would be happy doing, and then put me on the path to achieving it. It happened because I put those principles into action with the help and guidance of a coach like Jim Carlisle.

Before A.I.M., I was just an ordinary guy with a problem that many, many others have had at some point in their careers. I was unhappy. I was becoming bitter. I complained about my job a lot. I knew I was in a rut and couldn’t figure out what to do about it. I felt powerless, unfocused, and alone. And I wasn’t able to see a way I could make things improve.

That was my starting point before I began the A.I.M. process. And the end result speaks for itself, just as it speaks for the experiences of the dozens of other people you will meet in this book. Their experiences—much like mine—show that my situation is a fairly common one and also that, given the right method and encouragement, ordinary people can achieve great things.

After Jim and I ended our coaching relationship, we continued to stay in touch. Meeting over breakfast every few months, he and I would share our concerns about life. We grew to be friends and, as we did, I began to tease him about sharing his approach.

“Jim,” I would say every time we met, “when are you going to write a book? There are millions of people who are where I was. They are unhappy and they need a way out. You should really share the A.I.M. method with them.”

Jim brushed off my comments for years until one day, totally unexpectedly, he mischievously replied, “Okay. I’ll write a book if you will write it with me.”

What could I do but say yes? That exchange, over a coffee and breakfast, began a journey that ended with the publication of this book.

With that slice of my story, I hope readers can appreciate how A.I.M. changed my life—and how it could help you to change yours. Despite having busy and productive lives, Jim and I have taken the better part of a year to write this book because we believe strongly in helping those who need a way out. Every day we see people who would benefit from taking charge of their lives and moving forward to achieve, inspire, and make a difference.

If you see a bit of yourself in my story—or in the dozens of stories we will share in this book—read on. I hope your journey will be even more productive and rewarding than my own.

Enjoy the book!

INTRODUCTION

What Is the A.I.M. Method All About?

Only can change my life. No one can do it for me.

—Carol Burnett

Welcome to the A.I.M. method. You have joined my co-author Alex and I on a journey where, if you are willing, we will take you through a series of steps that can change your life.

That is a bold statement with which to start a book—but here are some bolder ones.

You have chosen this book because, while you may not have realized it, you are playing a part in two very troubling issues. First, you are one of millions of people around the world who, to some degree, feel stuck, unmotivated, trapped, overwhelmed, and unhappy. This silent army doesn’t show up in opinion polls or demonstrate in public squares—but they are out there, staring at their ceilings in the middle of the night, running through their lives in their minds, and wondering why they can’t sleep. They often lack the words or direction or context to do something about it, blaming themselves, their workplaces, their families, and others around them because they just can’t get it right. The many reasons people feel this way are not immediately clear to them. They don’t see that workplaces have eliminated entire ranks of managers who once used to mentor and counsel their employees. They don’t see that life has become so busy that it has diminished the role that friends and family used to play in helping them think through their challenges. They don’t see that a busier society that increasingly relies on electronic communication doesn’t create the natural time and space for self-reflection and honest talk about the important things. In short, they don’t see that everyone is in the same boat. They believe it is just their problem and, consequently, bear the weight silently and alone.