A coach helps entrepreneur Sean build sustainable impact through two essentials: a vivid, multi-sensory vision of the world you want to create, and a clear mission of concrete actions to get there. A 20-year legacy plan with Wisdom Councils and succession strategies keeps your work alive after you leave.
Chapters
5 strategic components of your infrastructure. And the first one is vision. What is your vision? So I'll just go along this line. Do you have a clear vision, Sean, for, for your, for the business?
I would say in this exact moment, no.
Okay.
I feel like I, I'm in the, the pivot, repeat, hypothesize part again.
Okay. But if I asked you to show me the vision you have, you'd be able to show me one?
Yes.
Okay. Now you might go like, ah, but it's 80%. It's like, okay, but that's still the vision. Okay, good. And then, then you're gonna pivot and, and change it. Now my view of this too is that as you go through these things, the less you tweak these, the more you're going like, oh, wait a minute, I have it. You know, so as you get further down into the deep depths of the infrastructure and the vision isn't changing with that, when the vision changes on top of that, a lot of things underneath it can shift. Does that make sense?
Yeah, totally.
So, so I just had my Wisdom Council monthly this morning as well with them. And one of the things we did in that was we built— I asked them what their life mission is, and then we built a 20-year plan, a 20-year vision for their business. So I encourage you to do that. What's your 20-year vision for this? And some of the things that I asked about that, or, or mentioned with people about that, is what structures are in place 20 years from now? And this isn't necessarily about you. This is about you've achieved your life mission, you've put something in the world, and now what structures are in the world? What practices do people, a critical mass of people have? What's the culture different in the world? So I encourage you to think about that because in some ways, if you put that 20-year vision out there and put that stake in the ground, your short-term vision isn't going to shift as much. Does that make sense? Yes. So, When I think about my 20-year view of wisdom for humanity, I may not be here. I may not even be existing on this, in this plane anymore. So then it'll be like, okay, so then what is the legacy? That's thinking about legacy. What's the legacy? And what I'd see for that is, just to give you an example, is wisdom councils still happen. Okay, if wisdom councils still happen, That means I have to have, to get this into an infrastructure place, I have to have successors. So I'm actually co-facilitating, and I started thinking about this a year ago, it's like, or more, and said, I have a co-facilitator for Istanbul so that that person can carry this on beyond me. So that's one big piece. So these happen, and I want a wisdom council as a structure to exist beyond my time. So if Wisdom Councils keep happening, then how do we create this engagement with this community that goes beyond me? Does it make sense? Totally. Okay. So now thinking about knowing a little bit about your business, Sean, and hopefully helping those others that are watching the replay is I know you're creating community and, and you know, that's hard, right? If you have a 20-year plan, does that community exists beyond you?
Currently, no.
No, but do you see it in— I do see it. Yeah. Okay. So, so part of the answering this 20-year vision question is how does that happen? How's that work? What does that look like? And yeah, you don't have it now for sure, but it's like, okay, this is, this is, these people are still gathering in a space. They're still doing this. So So that's part of what that 20-year vision gives you. It starts putting some stakes in the ground about like, oh, I need to do some things now. Cool. Cool.
Yeah. All right.
The second thing is mission. Now, vision, and people get this wrong. It might— I shouldn't say get it wrong. There's a lot of interpretations of this in corporate about what a vision and mission statement is and all that kind of stuff. I'm pretty clear about what that is. A vision is visual. So the more you can describe your vision in a visual way, that's a vision. And by the way, a vision isn't something you live into the future. A vision is what you're living into now as well. And that's a really important distinction. So vision is, you know, people go like, oh, what's the vision? Oh, it's this is happening out there. There's a future impact story. I get it. But parts of that story are happening right now. Even maybe you're not aware of things that you're gonna connect together and pull those together in 2 years, but that's gonna be a part of the vision in the future. So it's already in play. So the mission is how do you get there? So the vision is kind of this view of this thing. And I like doing visions with, you know, using all the senses. What do you smell, hear, taste, feel in that space? That's what a vision gives you. But the mission is how we're gonna get there. And so my mission statement is to build a better world for future generations. That's not a vision. That's what I'm doing. I'm building a better world for future generations. And that's a, that's a mission statement. Makes sense? Do you have a mission statement of some sort?
