Last week was a roller coaster of activity. Working a few too many hours, but what a sense of satisfaction, when something hard you are working on gets to close well, and open a new chapter of potential. Amused at how frequently and romantic I have been about my attachment to the accounting team I work with.

Enjoying progressive, thinking leaders and team collaborators with a respectful balance of acceptance, communication, involvement, dedication to the right success criteria, and the creative energy to change what matters. Part of this change management has involved a business reorganization to extend the great business practice efficiencies we have discovered.

I was speaking with a very smart CIO yesterday who talked about the importance of professional association in his business. He made an interesting statement that if everyone around you is in a state of "economic upheaval", it becomes a challenge to manage your teams change without distraction. However he found he can do this by identifying those changes in his "work practice" that are not helping the cause, not helping him, and not helping the bottom line he is accountable to.

Sometimes it is those quick conversations that take seed to other possibilities. In this case, it resulted in a new organizational structure in my professional development.

A reorganization plan has emerged from this conversation, and a book I read by Arianna Huffington on "Becoming Fearless"

Effective immediately I have fired the accounting team whose charter it has been to remind me of my corporate, departmental, managerial and professional failures, that have been with me a decade. They have done an exceptional job in accounting for their charter, but in our new business organization, there really is no place for this skill set. We have valued their service capacity through the years. The balance this detailed level of "historic accounting" has brought is one of experience, possibilities, and humility. We are even more excited to invite those accounting professionals who share our vision, to join in the new organization. There is space, value and benefit to us working together-- we know each other, we know the business model, and we have the capacity for complexity.

History is relevant in understanding what was tried and failed, however only really useful if balanced with how that experience applies to the current business model. From that analysis we will determine a roadmap of what further reorganization is necessary, what needs to be rearchitected, and what just needs some simple business maintenance.

WHAT CHANGES: "Dwelling, Overanalyzing, Overcorrecting, and Overthinking" will be replaced by an approach to the big quick wins that would transform this monster no one believes can be handled.

"Bitter, fearful, and judgemental accounting" will be considered once, integrated into the correction plan, or deleted. The present performance is lost if we try to apply the critical accounting methods of the past, without equitable review indicators of overall performance. You have been dedicated at reminding me of my "incompetence, unfortunate communications issues, need to use more pictures and less words, while needing to use less pictures and more words. My needing to be 'tougher' as a woman in business, while needing to be 'more diplomatic'.

Detailed accounting of my past failures were really accurate, but I overemphasized it's importance. Took my eye off the real value, and that was not in the "corrective actions" so much as the "right decisions". It's no longer rational to maintain the legacy dance of unproductive work, so let us choose to be more honest and supportive of one another.

We have invested in a team that will look for the good.. the better working relationships, the open partnerships, the ability to do, to be, and to serve in the best way possible. We will look to a new accounting team to help us to define the real potential from the noise. The fear factor, from the fruit.

With this in mind, "raw criticism" meant to relieve unspoken frustration from our business planning will not be welcome. This means that honest feedback is just that, but less of the sweeping failure generalizations will be accepted, and more time will be spent in understanding the real solution.

WHAT REMAINS THE SAME: All feedback and participation is welcome in the brainstorming phase of our activity. We will look honestly at the possibilities, the liabilities, and the weaknesses. I will continued to receive feedback, both positive and negative. This is not an attempt to pain the world polly anna, by eliminating input.

Your team did not fail, you worked perfectly as you were asked. We appreciate your dedication to our team, our charter, and our outcomes. The "negative accounting team" has helped us to over time, turn immense negatives or confusing messages into one of clarity. We realize our responsibility towards giving clear direction. We were not clear, so you were not clear. You did exactly as you were asked to do, and constantly identified opportunities to document evidence of our difficulty, our failings, and our shortcomings. In this new model, we are sure you will be an asset, as we get clearer on articulating what success really looks like, we will all enjoy an even better and longstanding collaboration. We look forward to sharing ideas and possibilities and appreciate your input.

What limiting fear do you share with others? What optimism do you fortify others with? What can we do to make today a better day, with more opportunity, kindness, and prosperity than ever?