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The reason we exist in whichever capacity we are exploring, e.g. as a person, as a leader or as a team. This may also be termed our purpose or mission.
The responsibility of how we choose to live our life or work in our team. This includes the values, standards and behaviours we choose to live and work by.
Our results are what we need to achieve in order to fulfil our purpose. What is the overall vision and what are the milestones that we need to hit to achieve it? This may include KPIs in a professional sense so that our progress can be measured.
The roles we play in pursuit of our goals. What roles are required to achieve our results? How do they fit together and can you see how they align to the purpose?
The relationships we develop on our journey.
What relationships do we require to achieve our desired results?
Which of our current relationships benefit us (and also benefit the other person/team/organisation)?
How do we get the best from our relationships?
What are we missing that we could get by forming new relationships (or improving existing ones)?
Who are the stakeholders involved in our journey and what outcomes do each require to ensure everyone is happy?
The resources we gather or collect on our journey. These can be personal resources that we can build into a bank and draw upon when required, or 'best practice' resources that enable us to draw on the best of others to help us move forward. It can also include the physical resources, such as the plant, machinery and workforce required to do our jobs to our best.
Each of our programmes may have different tools that help you explore each of the 6Rs. However, in most cases, the tools you will find in one programme will work in the context of another programme, so there is nothing to stop you taking the tools provided in our Personal Leadership programme and applying them to a team context, for example. As you build your toolkit, you will find out what works best for you and you can experiment with how you wish to apply the tools to achieve the greatest benefit.
The 6Rs is one of our core frameworks. Developed by The Performance Learning Company, it works in tandem with the 6Cs of Accountability and is a brilliant framework for helping you explore your development journey.
The 6Rs is not subject-specific. It will help you gain clarity in whichever area you are focusing on; hence, it is the core exploration framework in our development programmes on wellbeing, leadership and teaming.
As you work through the programmes, you will build your commitment and congruence as you align your purpose and values in support of your goals. Identifying the most important relationships and maximising their quality will support your journey, and understanding and drawing on your resources will help increase your courage and competence for the tasks ahead. Prioritising the actions and habits you need to build and practise will also help you to manage your capacity, reducing or eliminating activities that get in the way and deviate you from the path you wish to follow.
Supporting the 6Rs is a seventh 'R' that permeates our programmes - Reflection.
Learning is fundamental to our progress and success; therefore, we believe in always looking for opportunities to develop and maximise our learning. Once you have set your intentions and put your learning and hypotheses into action, reflecting on the process is a fantastic way to keep learning in order to improve next time. And, of course, it's free!
There are many tools and models you can use to help you reflect, but we often recommend using Gibbs' Reflective Cycle. The key steps in our slightly adapted version are outlined below.
1. Description: what happened?
This should be a factual account of what happened for the task/project/time period you are reviewing.
2. Feelings: how did I/we feel?
This is the emotional account of 'what happened', focusing on the feelings in play rather than the facts of what took place.
3a. Evaluation: what worked?
For the task/project/time period you are reviewing, what worked or went well?
3b. Evaluation: what didn't work?
For the task/project/time period you are reviewing, what didn't work or go to plan?
4. Analysis: what sense does it make?
Why did what happened, happen, e.g. why did x go well but y went wrong?
5. Conclusion: what did I/we learn?
What have we learned, either from what went wrong or what went right, and indeed from the experience as a whole, that can benefit us in future?
6. Action plan: what will I/we do now?
Given everything we have learned from our review, what actions will we now put into practice to help us improve, or what will we do next time we are in the same position/working on this kind of project again that will help us get a better outcome?
It is advisable to set a regular cadence for reflective reviews. A weekly review is usually a good starting point, and you can choose to increase the frequency if you find that it would benefit you. You can also experiment with using multiple review models simultaneously; for example, you might choose to use a daily scrum review supported by a weekly Gibbs review.
The 6Rs framework is the core exploration framework upon which the following programmes are built:
If you'd like to find out more, or discuss how our programmes can help you, your team or your organisation, please contact us to arrange a free consultation.