How Scott Bourne’s “10 (more) Ways To Become A Better Photographer” Can Make You A Better Leader
January 30, 2010
Scott Bourne is an amazing photographer that I had the privilege of meeting at a “Tweetup” in Gig Harbor, Washington. Being a very amateur photog, I follow Scott on Twitter to see what insights I can glean from him.
Scott posted a blog “10 (more) Ways To Become A Better Photographer.” Wouldn’t you know they are EXACTLY the same tips for becoming a better leader. See for yourself:
Photographer Scott:
1. Shoot with a project or goal in mind. On your next outing, ONLY make images that will help you accomplish your goal, no matter what you find.
♦ Leader context:
What do you want to accomplish today? Keep your eyes and mind open to what around you will help you accomplish your goal and avoid distractions.
Photographer Scott:
2. Show your work to anyone and everyone you can and sit back and listen to what they say, right or wrong, good or bad.
♦ Leader context:
Tell everyone about your passion, dream, “Bigger Game”. Learn from the feedback. And, it will help you find allies to help get you where you want to go.
Photographer Scott:
3. Make at least one photograph every single day. PERIOD. No excuses. Even if all you do is photograph a beer bottle on your back porch, take that camera out of the bag, put a lens on it, make a shot.
♦ Leader context:
Take one bold action every day. Go outside your comfort zone and do something that scares you, even if it is making a phone call.
Photographer Scott:
4. Try a style of photography you’ve never been interested in, just to expand your vision. If you’re one of those people who say “I hate weddings,” then go shoot a wedding. If you usually shoot in a studio go outside. If you usually shoot outside, rent a studio. Try it.
♦ Leader context:
Do something that you are resisting. “What you resist, persists.” Is it social media, networking? Change your perspective about it – try going into it with the perspective of being fascinated with it. Expand your vision!
Photographer Scott:
5. Pay attention and focus. When you go out with your camera, do so with purpose and focus. Shoot without distraction. Be single minded about your photographic pursuits.
♦ Leader context:
Focus on what you want. Have a clear picture of your goal, and pay attention to what is happening around you that can help you achieve it.
Photographer Scott:
6. Look at lots and lots of pictures by other photographers you admire. Don’t just glance at them, actually study them and try to decipher how they did what they did. What worked and what didn’t.
♦ Leader context:
Look at people you respect and admire. What are they doing? Follow them on Twitter. Notice what you can learn from them – both good and bad.
Photographer Scott:
7. Edit your work. Cull your photos. Pick the best 100 photos you’ve ever made and then set aside 50. Now take those 50 and weed out all but the 10 best. This is the starting point for your future efforts.
♦ Leader context:
Look at your values and strengths. Pick your top 3 values and top 3 strengths and focus on those. Utilize your strengths, and make decisions based on your values.
Photographer Scott:
8. Attend a workshop, or go to a conference, or take a class. This will help open your mind, force you to concentrate on photography and provide you with access to great things to photograph.
♦ Leader context:
Get outside of your office and learn something new. You’ll meet new people, form new alliances, and could come up with a new way of doing things.
Photographer Scott:
9. Read a book called The Artist’s Way – pay strict attention to things like “artists dates” and the portion of the book that deals with expanding your tastes.
♦ Leader context:
The Artist’s Way is a great book for everyone – not just artists! It is recommended reading in many leadership and business courses. Business is about innovation and creation – and this book can help with that.
Photographer Scott:
10. Slow down. Use a tripod even if you don’t need one. Think before you push the shutter. Ask yourself why the photo is important to you. Really take time to look through the viewfinder to make sure there’s nothing in the photograph that doesn’t need to be there. Remember less is more.
♦ Leader context:
Take time to analyze your goals and what you are doing. Why is this goal important to you? What else is in your “viewfinder”? Are you filling it up with too much and not accomplishing anything? What would you have if you accomplished the one thing you really wanted? What would you have if you didn’t? What stops you?
Thanks, Scott, for a great lesson in leadership – I mean photography!
Norma Dompier, Business Consultant/Coach, RedBike InternationalAvoiding Downsizing Disaster With Three Simple Strategies
June 8, 2009
Downsizing - it’s a word on most everyone’s lips and can fill the mind with visions of mayhem. It’s a sure bet that many reading this have experienced a RIF that was filled with chaos and mess.
And, downsizing can be a time of powerful, empowering change for both a company and its employees. It can be a great opportunity to refocus, try new approaches and get your company moving in a profitable direction. It’s all in how you choose to lead.
By following three simple strategies, you can lead your company through transition successfully and avoid creating an overabundance of confusion and stress.
First, Check Your Perspective
As the person in a leadership role, your perspective and attitude will have a HUGE influence on the rest of your company. How you show up every day will determine how everyone else will function and react.
Yes, lay-offs and reorganizations can suck – and they will if you walk through the door with that point of view. Fortunately, you get to choose the perspective you want to be in at any moment. Which one of these powerful perspectives will be more empowering to you and your staff: “This is an opportunity for everyone in this organization to discover their strengths – let’s do this well…”; or, “This just really blows, I can’t face anybody and I just want this to be over…”
Second, Determine Your Outcomes
What are the outcomes you want from this reorganization? What do you want for the company, the employees? What do you want it too look like on the day that the downsizing is “done”? Imagine that it’s the last day and a news crew is interviewing your current and past employees – what do you want to hear them say about you and the company? You want to have a very clear picture of what it all looks like at the end – that is what will steer you from now until that time.
For instance, some of your outcomes might be:
- Our company is highly regarded by both the staff that is staying and those that are leaving. Our company is not viewed negatively.
- Everyone has been treated respectfully and with dignity.
- Our costs are down by 50%.
- The remaining staff members are working as a cohesive team.
- We kept up employee morale and did some fun stuff through the transition.
By getting clear on your outcomes, you will then do things (both consciously and unconsciously) during this time to make these outcomes happen. Keep in mind that any of the people affected by this transition could, at a future date, be someone you may want as a client or end up at the decision end of a business deal you really want.
Third, Communicate, Communicate, Communicate
Set up a clear communication strategy. Communication to the entire company about what is going on is extremely important. It helps each person feel more in control since they can make decisions – both for the company and themselves – based on true and current information. By communicating effectively, you will gain the trust of your employees during this time and you will increase your trust in them.
When setting up your communication procedure, it’s advisable to make sure that everyone in the company hears/says the same thing. It’s not cool to have one manager say one thing and another manager give a different answer. Let your managers know that it’s OK to not have an answer – have them tell their staff they don’t know and they will get the answer for them. And, make sure that everyone who has questions gets an answer. Even if your answer is “At this time, we can’t disclose that information. If/when we can disclose it, you’ll hear it first” – that’s better than not giving an answer. People want to be heard and have their concerns acknowledged.
In the beginning of implementing a communication strategy, it can seem a bit overwhelming. And, after a few weeks, the kinks will be worked out, the questions will be fewer, and the trust you have developed with your employees will rise significantly.
Bonus Tip – Keep Your Sense Of Humor
When you have open communication, it is easier for you and your staff to keep your senses of humor about what is going on and add fun – yes, fun – to this process. Plan some silly, crazy activities (you don’t have to spend a lot to have fun). Adding some lightness to the situation will keep you and everyone else from feeling overwhelmed.
Having closed four companies and transitioned two others, I had the opportunity to learn what works – and what doesn’t! All of these areas were crucial in making change happen successfully. And, by implementing these strategies, it is easier to keep employee morale up and retain key people.
When your team trusts and respects you, because you trust and respect them, many good people will stay and do the transition well. By choosing to be in a winning perspective, having a clear vision of your outcomes, implementing a great communication strategy and keeping your sense of humor, you will succeed in avoiding many downsizing disasters.
Have you gone through a downsizing, closing or transition? What are some tips that you have on making this transition successful? What worked or didn’t work?
Norma Dompier, Executive & Team Coach, RedBike International