Before you read on, you should know that this article is part of a series on developing a visibility strategy. This is chapter 2 in the series. Pick up chapter 1 here.
This week we’re getting more operational with our investigations and confirming that you’re committed to realising your visibility intention.
Realising that intention involves a combination of visualising what you want to achieve and then committing the resources you have available to bring that to fruition. So, once you’ve established your intention, it’s important that you take some time to establish how much of your time, money, brain power, skills, and any other resources you have at your disposal, you’re willing to commit to realising this intention.
The specific question to ask yourself is;
What resources will I commit to ensure I realise my visibility intention?
Here are some examples of how you might quantify your resource commitment:
- I’ll commit 5 hours per week to outreach and in that time I’ll connect with my community on socials 5 times a week, be a positive daily contributor in another community where my ideal customers hang out, and pitch myself to 3 bloggers, vloggers, podcasters, or You Tubers (this will depend on who you’re trying to reach as well as the platform you’re building – something we’ll address later in this series)
- I’ll spend $500 a month on advertising to attract my ideal customers to my opt in
- I’ll attend 3 local meet ups each quarter and aim to create 2 genuine relationships that I can grow over the long term.
Remember, this is about resource commitment. We’ll save the outcome you hope to achieve through the resource commitment – such as ‘I’ll commit to producing weekly, high quality video for my community’ – to another day.
NB: If you’re working alone, working out your resource commitment is very straight forward. If you have a team, you’ll have a company commitment which will then be tallied up according to the different roles people play.
I know that it might seem backwards to identify your resources before you’ve identified an outcome, and you might prefer to decide on the outcome you want to achieve and then allocate the resources. Here’s why I’m recommending this approach; in planning processes, far too many people create pie in the sky outcomes without any consideration of the resources they have at their disposal. Big possibility thinkers will often set massive dreams for themselves but then forget to allocate the commensurate resources to realise those dreams.
So we start by marrying your intention and your commitment. If you have set a goal to reach a million people in a short space of time, you want to make sure you’re allocating something like 20 hours a week to visibility efforts, not 5. Or that you’re committing $5000+ a month to advertising, not $500.
When you start by getting your intention and your commitment into alignment, what you’re doing metaphysically is integrating the field of infinite possibilities with the material world. Marry these two things and you’ll avoid the experience of declaring what you want and then constantly falling short of it.
NB: If you’re thinking, ‘But I can only commit two hours a week to visibility!” that’s absolutely fine.
Just make sure that:
- your intention is commensurate with what you can realistically achieve in those two hours, and
- if your dreams are really big, that you choose the biggest visibility bang for your buck when it comes to what you’ll do with those two hours.
Finally, as you’re considering the resources you have to commit to visibility, remember that visibility is not just about reaching outwards. It’s also about turning to face your community and engage with them. When you decide how much time, money, or other resources to allocate to visibility each week, remember to balance outreach – stepping out of your comfort zone and meeting new people – with showing up for your community, nurturing them, and being visible to them.
Core Desired Feelings
Core Desires Feelings (CDFs) is a concept created by Danielle LaPorte and outlined in her book ‘The Desire Map: A Guide to Creating Goals with Soul’. It’s a valuable resource for identifying the feelings you want to experience as you’re working toward any goal. On page 51 she advises; ‘Stay anchored into the desired feeling, and open to the form in which it manifests.’
I love that approach to goal setting because it’s premised on the understanding that we set goals with the unconscious or conscious intention of feeling a certain way. In other words, we decide we want to earn more money because we think it will make us feel more content or more important or more secure. If you can begin from a place of contentment, or self worth, or security, then invariably you’ll make different and better choices. Choices that come from a place of fullness and wholeness rather than emptiness and scarcity.
Starting by filling up on the feeling you think the outcome will offer you, means you don’t end up running after things and then find yourself unhappy when the emotional state you hoped for once you achieved ‘the thing’ is fleeting or not there at all. (This being an inevitable consequence when you’re searching for a feeling from a source outside of yourself.)
So, ask yourself; how do I want to feel as I work toward the realisation of my visibility intention? Calm, excited, nature, grateful, wholesome, happy, joyous, prosperous, creative, rebellious, confident?
For many years – when I was unravelling old, unhealthy masculine ways of working – I only set emotional goals in my business. It made for happy business creation and a good deal of flow in my business.
I deliberately didn’t set numeric goals because I knew I was still too hooked into old, unhealthy masculine ways of working. If I set numeric goals I was aware that I’d invariably end up pushing myself or my team and I didn’t want that. I was determined to find a new way of working that didn’t come from that place.
So I stayed connected to how I wanted to feel and made all my strategic decisions from that place.
After a number of years of doing that, when enough of the old, unhealthy masculine ways of working had fallen away, I was able to come to a place of integration, where masculine and feminine approaches could work together.
Now, I find it extremely useful to create goals with input from all aspects of myself; my intuition, my logic and rationality, my heart and my emotional self.
What does that all look like on paper?
The different elements looks like this;
You’ll remember that our visibility intention is that by 2030 we will have provided 1 million women with the skills, information and tools they need to confidently share their wisdom, knowledge and stories with the world.
As a company we’ve calculated our visibility resources according to the roles people play and how often they work. Approximately 40% of our total hours is currently spent on visibility matters. I’ve then estimated an advertising spend of a minimum of $10,000. Depending on how well ads are converting, we could spend $20,000+ in 2019-202o financial year. (A quick reminder; your visibility resource commitment is about getting really clear on your true level of commitment to being visible. Our figure here at the School of Visibility is completely irrelevant to the figure you set for your business. I’m providing the numbers purely so you can see how this whole thing pans out. I don’t know what business model you’re running with, how much you’re depending on advertising as a means of connecting with your audience, or how many other visibility fires you already have alight which might be sending a good deal of traffic to your business with no need for advertising whatsoever.) If you’re not working on previous year’s figures, start with a number that feels good to you, notice how you feel when you write it down, keep working through the strategy building process and once you’re complete, come back and review it to see if it’s still commensurate with the plans you’ve put in place.
We also have company values which are, in some way, connected to CDFs. Our values are reciprocity, connection, integrity, beauty, ease, and prosperity. Therefore, everything we do in the company must align to those values. In addition, we each have how we want to feel when we’re working to those values. They’re our individual CDFs. One of my CDFs for example is clarity. I like to feel clear about what I’m doing and why. The way I’ll combine that with the company values is; I’ll start the day with clarity around what matters most that day. Then, as I’m working through the tasks in front of me, I’ll let the company values be my guide. If I’m working on a webinar presentation for example, I’ll aim to feel clear (one of my CDFs) as I approach the task. Then I’ll ask myself; ‘Is the webinar couched in reciprocity? Does it offer opportunities for greater connection between me and the community and for the participants with themselves? Does it look beautiful?’
The CDFs provide the container and the values provide the sign posts.
Incorporating intuitive guidance; As we worked on creating each of these aspects of our visibility strategy at the School of Visibility, I was checking in with my intuitive guidance every step of the way.
Each person works differently with the intuitive guidance they receive. I see images and those images give me a clue as to what I should be focusing on. I also hear words and they act in a similar way; pointing my toward the most aligned approach in this moment.
Pouring all of that information into the strategy, as each decision was being made, I also checked in with my body. I breathed deeply and noticed if there was any contraction there or if the breath felt smooth and open. If there was a contraction, I stopped. I dug a little deeper. I did a bit of clearing or asked more questions. What I don’t do was ignore the contraction. I kept working through layer upon layer, getting clearer and clearer until I could breathe easily and in full expansion. Then we’d move on.
So now we’ve completed all the layers of the visibility container that I spoke about last week. When you’ve worked through those pieces yourself, you’ll be set up nicely for the next chapter in this series; blocks to creating a visibility strategy,