In today’s current fast pace of life and work it is increasingly important to produce the right results by solving the right problems, the right way. To make this real requires a focus on solutions using innovation. 

This may seem obvious, “of course we want a solution”, yet getting there requires an outlook that uses innovation and focuses on the solution not blame. This means that mistakes CAN BE made so that change and improvement take place quickly and time is not wasted on looking back. This does not mean that there is tolerance for sloppy work, it means that divergent thinking is encouraged where accountability is clear, and success is rewarded. 

A client of ours had a recurring issue of incorrect invoicing to their clients. No matter how many times the owner asked who was responsible, why procedures weren’t followed and stating that everyone should know better this mistake continued to occur until the approach changed from finding fault to finding a solution. Here is how it works:

First, accept that currently, you do not know the solution. This encourages possibility thinking (divergent thinking), creativity and responsible risk-taking. Then, identify the one person as the leader (authority) of a team. This person will have authority over finding the solution and is closest to where the solution will be implemented. The team members are chosen based on their knowledge, know-how, expertise, and problem-solving experience that best suits the task. Members are not chosen based on titles or job descriptions. This team reviews the problem (potential improvement point), writes a task and works on it until they are sure they have the right solution, and the person with authority over the task signs off. Once the solution is applied, they are honest about whether it is working or not and take responsibility to accept both the rewards and consequences. Upon implementation, the team disbands. Down the road, if action is required, the leader is notified so that corrective action can be taken. This supports long term success and provides a clear line of accountability. 

This approach accomplishes some very important changes that are crucial to achieving success in today’s world. There is a deliberate shift of authority from a few at the top, to where decisions should be made, and the solutions implemented. This creates a nimble flat structure where change is expected, and people can effectively handle it. It also focuses on HOW problems are solved and build muscle for leadership and authority at all levels of the business. Shared authority builds maturity where finger-pointing is not accepted and decisions with accountability and rewards are the norm. “We are in this together” requires mutual trust and respect where people are supported to fail fast so that the right solutions are implemented effectively in real-time.

George Land spoke of today’s challenges, TEDx Tucson George Land the Failure Of Success, saying that no institution is not facing profound, turbulent and unpredictable change. Old answers are not working, and success must be discovered through innovation. 

Taking an approach that has innovation built into it avoids creating bureaucracies and supports leadership development.   Part of using innovation for problem-solving is deliberately setting aside time to allow the creative part of the brain to go to work. To be able to replicate an effective and efficient decision-making process, how things get done, allows the team to apply their strengths to what needs to get done. The five steps of the decision-making process are: 

1.Warm-Up: Relax, slow down, focus on the task and the team

The team is guided to focus on the task at hand. Warm-Up builds a collaborative team intention, fosters an environment of mutual trust and respect and encourages new connections among members and ideas. Using Warm-Up helps individuals use a fresh mind to tackle new and long-standing challenges as part of a solution-focused team.

2. Accumulate: Collect and Share Information

Gather ideas and data as part of solving the task or accomplishing the goal. Focus on options in a broad sense. Encourage creativity without edits to the information. Don’t hold back. Take as much time as you need. Gathering extensive information expands possibilities and saves time in the long run. Accumulating all the data with everyone present builds efficiency.

3. Clarify: Express Ideas and Explore Actions

Clarify starts to explore and understand the interrelatedness and interdependence of the information.  This step identifies unknown opportunities as well as creating a deliberate pause, to step back and reflect while discussing action steps. This creative detachment moves the focus away from “pride of ownership” to the best solution possible. Both right and left brain goes to work. 

4. Optimize: Fine-tune Ideas and Action

This phase finds “AHAs” and brings up questions, doubts, and disagreements. What bubbled up from a time out? Look for the optimal solution in this forum before application. Think about “Why Not?” Make changes where needed, look for both the maximum benefit and the optimal benefit.

5. Finalize: Build Commitment and Collaboration

Finalize ensures that all contributors know what is to be done, by whom, how and by when. This gains commitment to the decision taken and supports follow through. It may also be the first time that some decision-makers have full authority over a task and are responsible for the implementation of the solutions. 

Teams lead by FarVision meet to solve problems, not make recommendations. This method opens the door to effective long-term solutions, clearer outcomes, and improved leadership strength by allowing members to make mistakes faster to provide for creativity and the right solutions. 

Imagination is more important than knowledge. Albert Einstein


The World Economic Forum annual meeting 2019 in Davos Switzerland created an opportunity for leaders, citizens, and future thinkers to come together to change the world. Reporting from the event emphasized the need for the kind of thinking that must focus on the combination of WHAT needs to be done and HOW it needs to be done so that there are permanent solutions with authentic buy-in from society for long term results. Very few people talked about a “one and done” approach. To me, this translates into there is more than one dimension to problem-solving and it takes more than one effort by one person. Authentic and sustainable solutions need to come from the right sources at multiple levels of authority, power, and influence.

Ginny Rometty CEO of IBM, a participant at Davos, provided an accurate and insightful perspective when she answered the question about how to serve society’s shareholders to solve the challenges of the current Fourth Industrial Revolution. Her answer was that there is currently a “trust headwind and a skills crisis” and she explained it this way; “there is too much focus on technology (skills) and not enough on infrastructure for societal buy-in (trust).” She gave an example of an infrastructure shift that occurred in the previous industrial revolution, a high school for all citizens so that all citizens had access to preparation for the new focus of work and could share in its benefits. Sharing increases trust.

Like the previous industrial revolution, there needs to be a focus on societal buy-in from our leaders. Our new leaders, a majority are women, are addressing how to align work in this new industrial revolution so that there is no longer a disconnect between who we are and what we do. At FarVision, we address this by helping to create purpose-driven business cultures that produce a profit and use purpose driven profit as a resource for the advancement of the world.

Creating purpose driven cultures is the first step for business leaders to solve the trust headwind and skills crisis.


Recently I was talking to a longtime friend who asked me if the work we do at FarVision Consulting can be applied outside of a business setting. I answered that it can. With tears in my eyes, I told her that my life’s work is to discover the best way to solve both the everyday mundane and once in a lifetime kind of problems, in a way that shows mutual trust and respect, is transparent, honest, fair, firm, effective, kind and provides eye-opening opportunities to improve leadership and organizational health.  Additionally, I want to disrupt bureaucracies that act to preserve their own status quo. I was really on a roll! And being the person, she is, she said: “write about that because you are speaking with deep conviction and a high level of consciousness.” She was right, this is who I am and what I stand for. We can’t live unconsciously any longer.

I believe that one way to achieve greater consciousness will be accomplished through helping business come to the forefront of creativity, prosperity and community leadership and be instrumental in removing barriers of complacency and unconscious behavior.

One example of an unconscious behavior is the recent deplorable actions of John Schnatter, founder of Papa John’s Pizza, where his words devasted his corporate image and caused a well-deserved outrage from the public, as well as his removal from leadership. This would never happen in an organization with a values-based foundation that demands accountability on all levels and from all members, regardless of position or title. In short, the leader respects the value of personal and corporate character and the organization’s culture demands it as Standard Operating Procedure. NO EXCEPTIONS. One of the reasons is, to quote Thomas Paine, “character is easier kept than recovered.” Companies must develop their character, the same as people, to be conscious.    

Why are the role of businesses and their leaders especially crucial today? They are in prominent positions to be noticed and to actively set the tone for the health and wellbeing of our society.  Examining the historic view of where women and men looked for leadership, the path has been from religion to science, to government, now to business. Like it or not, leaders in the industry had and will have a profound influence on how people behave.

There is less and less acceptance of individuals being one person from 9-5, and another person after that, in their “real” life. This disconnect from personal values and inability to connect to professional values is cause for many of the persistent challenges experienced in both business and community environments today. The authentic person, not the “act as if” person, is the real leader. The business, like the person, that can write and share its unique reason for being, sets a high bar by going deeper than a standard explanation of what it does. An expression of values (this is who we are) describes value-based guardrails so there is no last-minute decision making about “this is how people like us behave” when the going gets tough. This statement of purpose creates a cornerstone of beliefs that translates into how clients are served, people are supported, work gets done and profits made and sustained. Without this written foundation, the company members will eventually lose commitment to the original excitement for coming together to work.

One of my family’s neighbors ran a very successful manufacturing company based on an innovative type of plastic he invented in his garage. The applications seemed limitless and there were few competitors, at that time. People loved to work for him because of who he was and the innovative work environment. The business grew, adding locations and personnel. Eventually, fewer and fewer people knew the founder personally and the work environment became less dynamic. There was change due to growth, but the real culprit was the lack of connection to the founder which caused a disconnect with the purpose and vision. There was a vacuum of values and creativity. Without a connection to the purpose and vision, the corporate enthusiasm waned, and people showed up to do just do their jobs and go home. The owner eventually passed the company to his next gen, who then sold the company for a significant profit. A conscious commitment to the founder’s purpose, vision, and mission, throughout the organization, so that it outlasts the founder is the key to sustaining longevity and prosperity. It prevents premature aging and perhaps a needless sale.  

Today, more women and men need support for their personal wear with all and moral courage to create organic businesses, consciously united by the values in the Purpose, pulled forward by the Vision and achieving Mission goals with teams. We are here to help realize this goal. It is our life’s work.


Mention “personality assessment” to anyone and you are likely to get a blank stare or even a disapproving groan. But you might also find that some folks proudly report their Myers-Briggs personality types as if being an INFJ is a badge of honor.

Since its release in 1943 as a standardized way to categorize Carl Jung’s 16 different personality types, over 50 million people have taken the Myers-Briggs assessment. It is commonly used in career counseling to identify types of jobs and job settings that would be best-suited for people. In the business world, it is often used to help organizations understand their strengths–and challenges.

The work of Jung and others taught us that people tend to differ in terms of personality in four ways–typically leaning more towards four of the eight personality traits: introversion and extroversion, intuitive and sensing, thinking and feeling, and judging and perceiving. The Myers-Briggs is just one structured way of assessing and giving feedback to people about their preferred traits. Used successfully, it can lead to amazing insights and strengthening any team.

Unfortunately, sometimes participants approach the assessment process in a competitive light, thinking that some personality types and traits are inherently better than others. While it is true that having a particular personality trait in certain settings is helpful (for example, having an extroverted person on a sales force might lead to higher sales), the world needs a balance of each personality trait. Carl Jung was clear that each trait has specific strengths and challenges, but none is better or worse than another, and we need them all in the world. For example, a feeler type might focus on the emotions of people affected by a decision, but without the thinker types, there could be limited focus on what is fair for everyone involved. Although a judging type likes to make decisions quickly, which often helps people to feel like “something is happening,” the perceiver type might open the path to make sure that all avenues of possibilities have been explored. In a perfect world, every organization needs the balance offered by all traits. Jung also told us that preferred traits do not prevent us from understanding or acting like the opposite; introverts may often find themselves in extroverted roles, and they can learn to do the job very well, even if it is not always intuitive or comfortable.

At FarVision, we understand this balance and cheer everyone for their strengths. But we also incorporate a bit of reality into the situation, helping organizations see natural gaps that exist. Understanding tasks at hand and personalities, we can predict fairly accurately what challenges may exist, and help people understand how to best meet them. All personality types contribute great and necessary things to every business, and to our world, and none is less important than another; however, understanding these traits may be one key to being the most effective organization possible.

Learn more about the Personality Assessment we offer that will help your team work together.