Revolutionary Conversations Part 1 of 4

Introduction and Conversation for Orientation

At Revolutions we view organizations primarily as a linguistic phenomena. We say they are entities built from specific conversations -based on the capacity human beings have to make declarations and mutual commitments with each other. An organization is not a thing, an artifact, a name or group of people, a building, or a product but an ongoing relationship involving a group of people to produce a stable network of conversations.

We have discovered four predominant conversations that occur within each and every organization. They are Conversations for Orientation, Conversations for Relationship, Conversations for Innovation, and Conversations for Implementation. Mastery of these conversations allows a leader to not only more effectively manage but create a powerful future for the organization.

Conversations for Orientation

The Orientation Conversation is about creating a powerful interpretation of the organizations purpose such that action is taken within the organization to fulfill that purpose.

The story of the three bricklayers I think best illustrates the results of this type of conversation: There were three bricklayers laying bricks one day when a curious onlooker asked each of them a question. He asked all three bricklayers what they were doing.

The first bricklayer was in a slow pace and answered, “I’m laying bricks.”

The second bricklayer was performing his task at a faster pace and said, “I’m feeding my family.”

The third bricklayer was enthusiastic, very focused and working with purpose when he answered, “I’m building a cathedral!”

The leader of this bricklaying organization obviously mastered the conversation of orientation! He knows what inspires, fulfills, and empowers people to act. This is the key to being a master at the orientation conversation –understanding that as leader you are the thermostat of the organization. However, without a compelling mission, vision, and company commitments –there is nothing to inspire and align the people to. It’s all about alignment and the power of tying daily tasks to something bigger that transcends status quo.

Leaders need to re-orient and re-focus their people whenever it is necessary. This conversation is critical for organizational power and to ultimately build momentum.